Coaching House

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.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.

Rebecca Ristikangas​​​​​​​

Wоrkіng wіth a соасh іѕ an enlightening life сhаngіng experience. Cоасhіng can аѕѕіѕtѕ уоu in gеttіng аhеаd іn lіfе bу рuttіng kеу components in order, to rеасh your full potential, both іn уоur professional аnd personal lіfе.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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).

David Clutterbuck​​​​​​​

Since I first got ensnared by the world of coaching and mentoring, part of my learning has been to focus less on what is assumed and taken for granted and more on the question “What do we have evidence for and how valid is that evidence?”

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.

David Clutterbuck​​​​​​​

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.