Over four decades, I have encountered thousands of mentoring programmes in dozens of countries. Many of them deliver superb results for all their stakeholders. Other fizzle out and leave no lasting legacy. The mentoring programme standards from the EMCC were introduced nearly 20 years ago and have been periodically updated. They provided the basis for (more…)
The aim of this research was to throw light on an area of coaching that has not been the subject of any significant investigation before. All the major authorities on team coaching recommend that, unless a team is very small, two coaches should support each other. Among the reasons: one can facilitate while the other...
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A model developed by Ken Blanchard and presented in his book Trust Works provides a simple framework for understanding, communicating, developing and assessing trust. It identifies four areas: Able = demonstrating capability Believable = showing integrity, honesty, respect and sincerity Connected = caring for other people, listening to them, being empathetic Dependable = being reliable; (more…)
The questionnaire How psychologically safe is this team? provides a useful resource for assessing how psychologically safe you and your colleagues feel within your team environment. This questionnaire has been designed to reveal the differences within a team in how psychologically safe people feel, as studies have shown it is very closely related to team performance. (more…)
What it is: The Diversity Awareness Ladder is a tool, created by David Clutterbuck, to help both clients and practitioners understand and work with their stereotypes and implicit biases about people, who they perceive as different from themselves. It has also been used widely in the context of general diversity education. How does it work? (more…)
Foul-up factors (FUF’s) are the gremlins that bedevil every complex system. A simple way to explore FUFs is to draw a schematic model of the key business processes. (The principle can be used at every level from organisational and functional to project management or individual service tasks.) In many healthcare organisations, the system has three (more…)
The questionnaire How Effective Are your Team Meetings? provides a useful resource for assessing how effective (or not) your team meetings really are. Score each statement from 5 (this describes our meetings accurately) to 1 (they are not like this at all). The results within a team may show significant differences. Sharing these with the team (more…)
One of the biggest criticisms of agile methodology is that it is very difficult to transfer from a project team environment to teams engaged in “business as usual” (BAU). In the latter, there is no definable end to the process. Instead of experimenting and making continuous improvements, in pursuit of frequently changing priorities, stable team (more…)
An Experiment Register is a document that allows an individual or team to take a planned approach to continuous change. The register consists of the following seven elements: The number of experiments at one time depends on capacity to attend to them. When addressing the same issue or opportunity with different experiments, you may choose (more…)
Innovation Risk Define the problem Why is this an issue? What are the benefits of tackling it? What are the benefits of not tackling it? Who are the stakeholders? How would each stakeholder group define the problem? Why do we need to deal with this now? Define the boundaries Is this part of a larger (more…)