Clutterbuck Associates

Clutterbuck Associates Partnering with the Cherie Blair Foundation for Women.

Both mentoring programmes and relationships fail from a variety of causes, which can be categorised into contextual, interpersonal or procedural.

In my ongoing researches into succession planning, one of the recurrent themes is the difficulty companies have in aligning the evolving ambitions and aspirations of employees with the evolving needs of the organisation.

The two Davids - Clutterbuck and Megginson - are a powerful double act on the coaching and mentoring circuit. And they've had some of their best ideas halfway up a mountain. Liz Hall discovers a highly professional, yet human working relationship.

The Coaching Signatures™ Profile provides an evaluative, self-reflective psychological profile, which enables coaches to recognise and understand their most developed and natural coaching signature. It is a construct of the Personal Ecology Profile (PEP) and is a metaphor rich, projective profiling instrument ideally suited for the supervision, training and development of coaches at all levels of expertise which creates self-awareness through reflective and reflexive practice.

In my next book, called The Talent Wave, I ask the question: “If succession planning and talent management work, how come the top of organisations rarely represents the diversity at lower levels?” After several decades of equal opportunities legislation and initiatives, there has been improvement, but far too little.

A selection of thought provoking questions.

The Department for Business, Innovation and Skills wanted to set up a formal mentoring programme with an aim to establish an initial thirty mentoring pairs.

Every significant study of effective managers concludes that those managers, who get the most out of their teams, spend a high proportion of their time and energy coaching or mentoring others. Effective managerial coaches are able to delegate more, to create a stronger sense of purpose within the team and to motivate the performance of others.

Explore how to develop your coaching and mentoring strategy, build your understanding of what the component ingredients of a coaching and mentoring strategy could be and discuss how these could be implemented.

A couple of years ago, I started to gather anecdotal evidence about the effectiveness of sheep-dip training for line managers as coaches. (Typically a two or three day “Line Manager as Coach” workshop.) The results were even worse than I expected. Many managers went back to their teams and reverted to their old behaviours immediately. Others tried to behave as they had learned, but found that within a few days, they were back to normal.

From our research into succession planning, it is clear that one of the most significant needs is for greater quantity and quality of conversations about career progression.

This two day interactive workshop gives participants a solid grounding in the basic elements of implementing an organisational mentoring programme, thus providing a foundation for building their own programmes.

Reverse mentoring is valuable because people in senior positions in organizations can easily lose touch with the external world and with the perceptions and concerns of people at lower levels.

How to use mentoring to support your reputation as an employer of choice.