What will flexible working look like for organisations after Covid-19?

Flexible working to develop careersSince joining WaterAid as Global Talent Manager in 2018, I have personally benefitted from flexible working. I work part-time — 3 days a week — and worked mostly from home long before Covid-19 came into our lives. This kind of arrangement has generally been considered the exception rather than the rule. But Covid-19 is a game changer and in the new normal, employees will have far greater expectations of their organisations to accommodate their flexible working needs to enable them to achieve an effective work-life balance.

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Ikigai adds purpose to Dental Hygienist and Dental Therapists

NSK Dental Ikigai PresentationNSK Ltd approached Coach Mentoring Ltd to add value to their CPD days for Dental Hygienist and Dental Therapists. The Japanese manufacturer of Dental Instruments views Therapists and Hygienist as key influencers in decision-making when dental practices are procuring new equipment. They wanted to dedicate part of their development day to the balance of the lives of those who care for the our teeth at the ‘ground level’. The idea was to use Ikigai to add purpose and be a way of bringing lightness to some of the drier content in the technical side of peri-dental care.

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How does mentoring address gender equity for women?

Gender EquityIn the last two decades, many employers have shown enthusiastic commitment to gender diversity. Women have made enormous strides in being able to compete on the same playing field as men at work. This is where initiatives such as mentoring and sponsor programmes have been really successful in helping erode this gender imbalance and create more gender equity. Gender equity means fairness of treatment for women and men, according to their respective needs. All the research strongly confirms this as being an important factor in developing more women leaders. So let us consider:

  1. What are the outcomes from introducing mentoring for women into your organisation?
  2. The outcomes of mentoring which support gender equity for women.
  3. And what is different about female talent mentoring today?

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Talent Management and Mentoring

What is Talent Management?

Talent Management and MentoringAs long ago as 2005, Brewster et al defined talent management as occurring on a global basis. It is a far broader concept than a series of international assignments for young potential. They describe a picture of being able to retain and attract the best talent anywhere in the world. Global brands like Diageo, Shell and Rolls Royce attach great importance to developing a positive brand for potential recruits.

Read on, or watch the video, to learn more about a model on Talent Management and Mentoring that I developed with my colleague, Lis Merrick.

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What mentees want from their mentors

What mentees wantThe more self-aware a mentor can be about their behaviour and the degree to which they listen to their mentees around what the mentee is looking for from them, the better the relationship can be.

This video explores two different and sometimes competing models of mentoring which are used globally. It also provides a simple and practical framework to help mentors understand how to behave effectively in an organisational mentoring programme.

Watch Lis Merrick now and download our Infographic to find out more! Continue reading


What’s the point of Executive Coaching?

Executive CoachingIs your senior leadership team under increased pressure as a result of increased regulation, changing demands and the need to be more accountable? Do you know senior executives who have expressed an interest in wanting to grow and improve? Or may be you know senior executives who need to improve their performance. What have you offered to help them? Are you making the most of Executive Coaching? Continue reading


Does your organisation have destructive leaders?

Or do you have pockets of evangelists?

Champion LeaderIt never fails to amaze me in my conversations with HR and L&D Professionals how many of them absolutely agree with me, that coaching is a desired leadership behaviour, but under examination, it is not one particularly evident or valued in their own organisation. Of course, there is always one ‘good person’ on the senior management team who is a champion, but can’t seem to get traction. Or some middle managers, who are pushing the cause. However, it is so rare to find a ‘real’ energised coaching culture in any organisation. The best you can hope for are pockets of evangelists, who fly the flag for coaching and have partial success until their ‘ring leader’ leaves, or is deposed or fired! 


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