What are the differences between mentoring and coaching? It's a common question and one I’m frequently asked and the conclusion I have reached is that there is little difference between them. "Mentoring is a process that supports and encourages learning to happen" (Parsloe & Wray, undated); "Mentoring is a structured, nonreporting learning relationship to enhance professional practice, personal knowledge and organisational development"(Hawken & Brown, The NZ Mentoring Centre, undated). "Coaching is a relationship in which a coach supports,
According to research done by Deidre Graham and Amy Milner, Kissing Frogs Consulting Ltd, www.kissingfrogs.co.nz, only about 30% of our workforce are fully engaged in the workplace, leaving about two thirds of the workforce disengaged or actively disengaged. They say the disengaged are those who turn up, do their job but no more, and generally lack passion and interest in what they do. The actively disengaged are those who tend to complain endlessly,
Have you ever reflected back on the best and worst experiences you've gone through and been able to see, sometimes after the events, how you have changed and grown and developed in some way, as a result? M. Scott Peck, in The Road Less Travelled, said "The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy or unfulfilled. For it is only in such moments propelled by our discomfort,
Recently, numbers of coaches and interested stakeholders from around the world met to discuss advancing coaching as a profession, at a Global convention on coaching in Dublin, Ireland. The outcome of the convention was "The Dublin Declaration" which reflected the passion and commitment of the group to work together as individuals and organizations to advance coaching as a profession. The International Coaching Federation has taken a leadership role in this, as they continue to work to advance the art,
I spotted a sign in a café over the weekend and thought it was so good it must be shared. "This is a team. We're trying to go to the moon. If you can't put someone up, don't put them down".
In the midst of managing the day to day operations of our department or business, we can often miss the subtle clues that tell us if everything is running as it should be. If we want to be proactive in terms of business health, we can conduct a mini review or audit of key areas on a regular basis to ensure our operating infrastructure is sound, any potential issues that could cause damage or distress are dealt to,
A handy little feedback model to have in your management toolkit is the BEID approach. B=Behaviour, E=Evidence, I=Impact, D=Do. If, for example, we have a staff member who wasn’t performing as well as expected, the BEID model requires us to monitor behaviours, obtain evidence as to the performance levels, consider the impact the behaviours have on the individual concerned and the workplace, then do something about the performance gaps.
At a CoachMecca coaching conference in Queenstown, New Zealand this last week, I heard Getrude Matshe speak about the Africa Alive Education Foundation she established to sponsor HIV orphans in Africa. If you haven’t already heard about Getrude’s work, visit www.bornonthecontinent.com and www.africaaliveeducationfoundation.com for details.
In an article in a local magazine this week (St. Albans News, Christchurch, New Zealand, October 2008:7), lifestyle coach Peter Evans mentioned philosopher and scientist Alfred Korzybski who had said "The Map is not the Territory" and described how someone's interpretation of an event or object is simply that, an interpretation and not necessarily an accurate description of what actually is. Evans said everyone has their own beliefs or maps about who they are and where they’re going and noted that if the map is limited in terms of reference experiences and beliefs than people's thoughts and actions will be similarly limited.
Just last week someone told me about a trades person who was well known in their trade as being too careful and particular about their work. The person spoken of really cared about what they did and ensured everything was completed by the book and to the highest possible standard. What amazed me was that the story teller (also a tradesperson) wasn't endorsing the actions of his colleague, but was dismissing them and suggesting it really wasn't the way to do things.