Coaching & Mentoring

The days of coaching being something reserved for directors and senior management are long gone as a new report finds that two fifths of UK employers now offer coaching to staff at all levels.

A study conducted by Kimberly-Clark has concluded that business improvements are four times more likely, when senior executives mentor and encourage their senior managers' coaching and development efforts.

We all accept that athletes, dancers and musicians need to go through unusual rigours to raise their game. So why not accept that similarly rigorous re-alignment of thought and physique might benefit us, too?

Craig has been coaching an employee on performance issues, but the problems seem to run much deeper than this. As Charles Helliwell points out, it's almost impossible to coach someone to value their work, if they don't enjoy it or find it stimulating.

Executive coaching might have passed its peak of popularity, according to a new survey, with a third of organizations calling on coaches less frequently now than they did in the past.

British businesses spend a fortune on coaching for their staff, yet two thirds believe coaching has become riddled with cowboys and the same proportion never measure whether their money is being spent wisely.

Marshall Goldsmith, one of the world's best known – and best paid – executive coaches, talks to Des Dearlove about his coaching philosophy and how he helps successful leaders get better.

Coaching has hit the corporate mainstream as a new survey finds that fully half of managers in the U.S. have received some sort of coaching in the workplace in recent years

American corporations beat the rest of the world hands down when it comes to identifying and nurturing the leaders of the future, but there is still more they could do.

Women executives often receive less coaching than their male counterparts, putting them at a distinct disadvantage when it comes to advancing their careers, a U.S study has concluded.

Older workers are often unable to keep pace with new technology and are viewed increasingly negatively in many other areas. But according to a U.S. survey, they more than make up for this in other ways.

As the West's workforce demographic changes, managing and retaining senior level talent is becoming an ever more important priority for CEOs. But they don't trust HR and personnel to get it right.

The growing number of executives being fired or retired in the U.S in the past three years has led to a boom in demand for specialists who can not only scout for talent boardroom talent, but also groom it.

Fewer than half of UK employees are happy with the way their careers are progressing, and many blame their boss for their lack of progress, according to new British research.

Minority employees receive less executive coaching at many U.S. companies. That's according to a new survey of more than 3,000 senior HR executives by Boston-based consultants Novations Group.

You may be an outstanding manager, but that doesn't guarantee you can make it at the top. Making the move to an executive position needs careful preparation and an honest look at your skills and leadership style.

Almost a third of managers in the UK regard key discretionary elements of management such as coaching and developing staff as being outside the day-to-day remit of their jobs.

British workers waste nearly a month each year struggling to keep up with demands placed on them for which they have not been given proper guidance, a study has suggested.

American companies spend more than $1 billion annually on executive coaching. Yet coaching remains a largely unregulated industry and one whose effectiveness is difficult to determine.

Almost three quarters of organisations now use mentoring schemes and nearly nine out 10 firms expect their managers to deliver coaching as part of their day-to-day work, according to a new survey.

While formal education courses can equip business leaders for the more technical demands of their role, development of some of the vital softer skills of leadership often respond better to coaching.

Trust is an emotion in shorter supply in Britain's workplaces than in the rest of the world, according to research published this week – but it is not necessarily all the fault of the current generation of managers.

Advice has become so institutionalised in recent years that it is one commodity that managers have in plenty. But it's not the advice that really matters – it's how you use it.

The General Election campaign may have started in earnest, but not one of the main political parties has a coherent agenda for the workplace, according to the Work Foundation.

Some people are never taught how to make good choices. Either they are directed to make choices that others want them to make, or they are forced to make instinctive choices in the face of weak or absent significant relationships.

They come in all shapes and size, all age ranges and professions. They often hold positions of authority, and more often than not they’re not liked much by others. Who are they? They’re the know-it-alls.

Employers are not doing enough to tackle dyslexia in the workplace and often treat dyslexic workers unfairly, the TUC has warned.

At the beginning of each year, millions of people and companies make New Year’s Resolutions. And every March or April, most can’t recall what resolutions they made. The main reason? They did not focus on their goals.

Being able to engage your employers really can give you an edge over your competitors, research has suggested.

Employers are wasting millions of pounds because they fail to use all the skills and qualifications of their staff, a study has warned.

They may often seem trivial, irrelevant or downright silly, but ideas generated by staff can be worth hundreds and thousands of pounds, a study has suggested.

As CEO churn increases, more and more firms are seeking outside help to manage their leadership transition successfully, says Martyn Sakol.

Misconceptions about coaching often prevent people from getting valuable help in achieving their goals. If you’ve been putting off getting a coach, you may be denying yourself the very solutions you seek.

An innovative mentoring scheme designed to increase the number of women in British boardrooms is to get underway.

The biggest hurdle female professionals face is stereotyping of their roles and skills, a new survey suggests.

In all my years of consulting and coaching, perhaps the biggest problem I see in the workplace is people who don’t want to accommodate other people’s styles.

Coaching and mentoring are essential tools within organisations. But only one in five organisations provide guidance and training for the managers who are expected to deliver them.

Experiences in childhood unconsciously create certain types of leader, according to Graham Lee, author of a new book, “Leadership Coaching: From personal insight to organisational performance”.

Outplacement specialists DBM are the latest to predict a frenzy of job-shifting in the USA with a poll suggesting that six out of ten US firms have implemented executive coaching programmes in an effort to retain their top talent.

Erik Ole Kasana is a CEO with a difference and his organisation is a little more longstanding and remote than most.

New research from the Chartered Management Institute reveals that virtually all UK managers think coaching should be available to every employee, regardless of seniority. Meanwhile, eighty per cent of executives say they think they would benefit from coaching at work and dismiss the suggestion that it is just another fad.

An increasing number of organisations are using team building and executive coaching to strengthen themselves against economic difficulties, according to research by consultancy firm Hay Group.