In my second article leading up to International Women’s Day on the 8th March 2017 I am considering how despite all the time, money and great intentions which have been put into building a more diverse talent pipeline in many organisations, there are still some basic barriers, which have not been removed and get in the way of women feeling and being more upwardly mobile. A Bain Study in 2015 illustrates that an employee’s early employment experience influences their confidence in whether to actively pursue a C-suite career or not. Some of the erosion of or challenges facing ambition come down to factors such as whether women are perceived as ‘ideal workers’, whether they are getting sufficient support from their own direct supervisor, the organisation’s leadership development process and the dearth of real role models. These types of barriers can be explored and supported through coaching and mentoring relationships. Continue reading →
Welcome to the first in a series of three articles as we lead up to International Women’s Day on the 8th March 2017, in which we consider the issue of ambition for women. Ambition still seems to be an obstacle for some women when developing their careers. Women’s presence on the Board has been proved to add competitive advantage to an organisation and despite there being roughly the same numbers of women and men in the workforce, there is still an unbalanced ratio in favour of men in more senior leadership roles. In the last two decades, many employers have shown enthusiastic commitment to gender diversity and women have made enormous strides in being able to compete on the same playing field as men at work, so what is going on? Continue reading →
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It gives you a range of options, so if you do need a small element of consultancy support it is inbuilt but with the cost transparent upfront and with the intention of making you completely independent from day one! Continue reading →
The way mentoring programme design was approached ten years ago needs to be reconsidered in the light of more recent generational differences in the workforce. By 2020 half the working population globally will come from the generation born between 1980 and 2000. As generations evolve, so do the methods for training, developing, coaching and mentoring people. Mentoring someone from the Millennial Generation (sometimes known as Generation Y) is not textbook developmental mentoring as we have experienced it previously. Understanding Millennials’ quite different career and value expectations is key if mentors are going to provide the right type of support to them, as well as the form of mentoring that Millennials relate best to, in order for organisational mentoring programmes to be effective.
I’ve been shocked this week after some conversations at a conference about the number of organisations who are dismissing mentoring as ‘too labour intensive‘, ‘difficult to keep the energy in the programme‘ or just plain ‘ineffectual‘. Anyone who knows me and understands my passion for mentoring will immediately understand the emotional response this has created. In the seventeen years I have been working designing and developing mentoring programmes, I have found that organisations who are focused and structured in their approach to mentoring get amazing results and it is not difficult or particularly hard work if you know what you are doing. Continue reading →
In an era of VUCA (volatility, uncertainty, complexity, ambiguity) what makes an organisation fit for the 21st Century? And what impact has the global financial/economic crisis had on organisational cultures?
Sadly some organisations have gone backwards and become more “controlling” culturally, whilst other organisations are courageously and riskily doing things differently hoping this will lead to survival and better things longer term. This requires a different mindset for the people, and mentoring can support that mental change.
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I am saddened at the number of organisations that are still obviously male dominated and operate with an underlying patriarchal undertone, even with the enormous effort that has been put into creating equality in the workplace and publicity around the very positive impacts of having gender balance in senior leadership.