There are core differences between managing conversations and coaching conversations, and it is often hard for a manager to switch roles and truly function as a coach with their own staff.
The 3 most common pitfalls that managers tell us they fall in to when coaching are advising,reassuring and losing objectivity and/or neutrality. Have a look at these and see if you recognise them.
Read MoreCCS Disability Action are launching a mentoring programme for their members in the disability community.
This programme will be a first in Aotearoa / New Zealand - where disabled people have training in mentoring to support and mentor other disabled people.
The mentoring programme has been sponsored by CCS Disability Action and championed by an enthusiastic Ruth Jones with assistance and co-facilitation from the NZ Coaching & Mentoring Centre who are delighted to be part of this ‘leading the way' initiative.
Read MoreAccording to a recent Chartered Institute of Personnel Development survey in the UK, most coaching is delivered by managers, but NZ organisations we talk to are struggling to get managers to play this vital role. This article identifies common barriers to managers coaching and suggests common-sense solutions to overcome them.
Read MoreA common challenge for leaders (and coaches of leaders) is talking too long. When we are passionate and knowledgeable, it can be easy to say too much and “go on about it”, sadly losing our audience and potential supporters. It can help to be reminded to tweak our communication skills, whether we are talking with one other person or with larger audiences. Becoming more aware can be all that is needed to have more impact.
If a leader asks three questions before meeting with others then executive impact will soar:
What are they interested in and what do they want to know?
What do I need and want others to know?
What is the most important message I want to communicate?
Once these questions have been answered then use the top 5 tips to proceed:
Read MorePeer supervision differs from more traditional forms of supervision in that it doesn't require the presence of a more qualified, identified expert in the process - a supervisor. Peer supervision usually refers to reciprocal arrangements in which peers work together for mutual benefit where developmental feedback is emphasised and self directed learning and evaluation is encouraged (Benshoff, J.M. 1992). There are a number of things that can and do go wrong if individuals are left to lead their own supervision processes and maintaining the quality and effectiveness over time is a challenge.
This article discusses peer group supervision and the factors that impact on its effectiveness, identifies common pitfalls for peer supervision groups and discusses how to maintain the quality and effectiveness over time so that the process does fulfil the purpose and functions of supervision for supervisees, their clients and organisations.
Read More
