All in Cases/Caselets

Dispatch from the [Internal Coaching] Front by Ian Flanders

I recently took part in a group supervision meeting with a number of my fellow internal coaches. For the coaches it is an opportunity, once a quarter to come together and discuss our practices. My sense is that for all of us it is an opportunity to get help and support, learn from others’ experiences, and take strength from the community. During this meeting two of the group shared quite different dilemmas that were troubling them, 

“Making sense of how we define a coaching approach – Part 3 : differentiating leaders taking a coaching approach from internal coaches” by Doug Montgomery and Laurent Terseur

In our first two blogs of this mini series we explored what it took for us as former leaders and managers to expand our existing range of styles by adding a more coaching approach, and shared what we felt were the related benefits and challenges that may be of value to others. 

Has my coachee got what it takes? Have I? by Alan Robertson

This is a case about creating the conditions for engagement

‘H’ approached coaching reluctantly.

Actually, that’s a massive under-statement. He had already cancelled twice before he finally turned up for his re-scheduled session. Even then he didn’t come straight into the room. He stood in the open doorway, filling it with his physical presence. He was well over six feet tall. He glowered at me.