CURRENT KNOWLEDGE ON HOW TO DEVELOP YOUR OWN SKILLS TOWARDS A BETTER EVERYDAY LIFE
Our trainers and coaches follow the development and research of our field constantly, develop new methods and increase the capabilities of utilizing systemic coaching and facilitation and career coaching in a diverse pool of different companies from different fields.
It is generally true that ‘what gets measured, gets done’, more importantly, measurement helps participants and programme coordinators identify areas for improvement in both process and performance of developmental practice; and acts as a spur to participants to review the learning relationship, with the frequent result that they are re-energised.
In all the major models of human maturity, two qualities recur constantly: wisdom and connectedness. Wisdom, as exemplified by the original mentor, Athene, relates to the process of reflection upon and learning from experience. The scope of wisdom is therefore associated with and to some extent limited by the range of experiences, to which a person is exposed, either directly or vicariously, intendedly or unintendedly.
In challenging working environments, resilience is increasingly an essential competence. People, who are resilient, are better able to cope with unexpected change, with setbacks and disappointments, with high stress environments and with periods of excessive workload.
Asking questions is something we do all the time. It’s essential to how we learn, how we keep safe, how we collaborate with other people, how we make decisions, and so on… It’s a core skill of being human, yet few people stop to think about how they ask questions or whether they could be better at doing so.
A vast amount has been written about the competencies of coaches and mentors, and even more about the qualities of great leaders. Much of this is contradictory and dependent on circumstance or context.
Although overall spend on training and development has in many organisations been capped or declined during the recession, coaching and mentoring appear to have at least held their own and actually become a more critical part of the L&D offering.
The impact of power differentials on how teams and groups work is not as straightforward as it might seem. Having a mix of powerful and less powerful people in a team, or having a team composed entirely of powerful people can both have a negative impact on performance (Angus et al, 2016).
What words do you use to describe your most difficult and resistant clients or groups? Sarcastic, demeaning, stubborn, obstinate, aggressive, uninvolved, defensive, sleepy, passive, etc. . . .you know which ones you have experienced and which are the hardest for you personally to deal with.
Systemic Talent Management views talent management, performance management and succession planning as complex, adaptive systems — unlike traditional HR approaches, which broadly treat these activities as if they were simple, linear systems.
It’s evident that a coaching and mentoring strategy – especially if the aim is to create a coaching and mentoring culture – requires the sustained support and energy of an organization’s leaders.