Table Of Content“This engaging, comprehensive and practical book explains
C Coaching & Mentoring
how to get the most out of coaching and mentoring. The o
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authors identify the key principles of effective practice and
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make the text come alive through frequent use of interactive
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case material. It is a sound resource for those already &
engaged in, or thinking about, coaching and mentoring.” P at Work
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Dr Gerard Egan,
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Professor Emeritus, Loyola University, Chicago, USA. o
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Coaching and mentoring are now mainstream activities in organizations.
Developing Effective Practice
This unique book focuses on the common ground between coaching and
mentoring, offering nine key principles for effective practice. It answers C
questions asked not only by coaches and mentors but also by clients, o
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including:
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• How can I be an effective coach or mentor? h
• How can I be an effective client? i
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• What are some useful tools and techniques? g
• How can I train and develop as a coach or mentor?
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• What are the ethical issues in coaching and mentoring?
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• How is a coaching or mentoring culture developed at work?
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Coaching and Mentoring at Workis essential reading for coaches,
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mentors, clients, managers, leaders, professionals, HR specialists, trainers, t
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consultants and students. The book will help you to:
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◆Improve your skills ◆Use a tried and tested framework i
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◆Enhance working relationships ◆ Learn from practical exercises g
◆Develop as a coach, mentor or client ◆Lead and manage effectively
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About the authors W
Mary Connoris a consultant in individual and organizational development.
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Her work includes: coaching; mentoring; training and supervision. r
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Julia Pokorais a leadership and management development consultant.
She has worked with both private and public sector organizations.
Mary and Julia are two of the founder members of the Mentoring
Development Group which delivers training to clinicians, managers and
health professionals throughout the UK.
Cover design Hybert Design •www.hybertdesign.com Mary Connor & Julia Pokora
www.openup.co.uk
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Coaching and
Mentoring at Work
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Page 2
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Coaching and
Mentoring at Work
Developing Effective Practice
Mary Connor and Julia Pokora
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Open University Press
McGraw-Hill Education
McGraw-Hill House
Shoppenhangers Road
Maidenhead
Berkshire
England
SL6 2QL
email: [email protected]
world wide web: www.openup.co.uk
and Two Penn Plaza, New York, NY 10121-2289, USA
First published 2007
Copyright © Mary Connor and Julia Pokora 2007
All rights reserved. Except for the quotation of short passages for the purpose of
criticism and review, no part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise, without the prior written
permission of the publisher or a licence from the Copyright Licensing Agency
Limited. Details of such licences (for reprographic reproduction) may be obtained
from the Copyright Licensing Agency Ltd of Saffron House, 6–10 Kirby Street,
London, EC1N 8TS.
A catalogue record of this book is available from the British Library
ISBN-10: 0335 221769 (pb) 0335 221777 (hb)
ISBN-13: 978 0 335 22176 9 (pb) 978 0 335 22177 6 (hb)
Library of Congress Cataloging-in-Publication Data
CIP data applied for
Typeset by RefineCatch Limited, Bungay, Suffolk
Printed in Poland by OZ Graf. S.A.
www.polskabook.pl
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Contents
Authors and Contributors vii
Acknowledgements and permissions ix
Introduction 1
1 What is effective coaching and mentoring at work? 4
2 How can I be an effective coach or mentor? 23
3 How can I be an effective client? 54
4 What is a useful framework? 72
5 How can I use the framework in coaching? 103
6 How can I use the framework in mentoring? 119
7 What are some useful tools and techniques? 136
8 How can I train and develop? 168
9 What are the ethical issues in coaching and mentoring? 187
10 How can a coaching and mentoring culture be developed? 212
Appendix: useful contacts and websites 235
Bibliography 236
Index 240
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Authors and contributors
Dr Mary Connor
Mary is an independent consultant working as a coach, mentor, trainer
and supervisor. Until recently she was a Principal Lecturer in Individual and
Organization Development and Head of Programme for an MA in Leading
Innovation and Change. For several years she has been involved in mentor
development and research. She has an interest in ethical issues and is currently
a member of the York Research Ethics Committee (NHS). She is also a member
of the Research Governance Committee, in the Department of Health Sciences
at the University of York.
Julia Pokora
Following an early career with BP and Exxon, Julia established an independent
organization and management development consultancy, and at that time
was an Associate with Ashridge Teamworking Services. She now has 20 years’
consultancy experience and has worked with private and public sector organiz-
ations. Recently, she has focused on leadership development for teams and
individuals, and on developing mentoring and coaching capability in the
Health Service. She holds an MSc Occupational Psychology and a Graduate
Diploma in Counselling.
Wendy Briner is Leadership Coach and Researcher at Ashridge Management
College. From 1998, she was Director of Leadership Coaching for the Ashridge
Leadership Process, introducing coaching as an integrated part of leadership
development. Since then her main activities are designing, participating in
and researching leadership coaching processes for the BBC, further education
colleges, the World Health Organization and other private and public sector
organizations.
Malcolm Hurrell is Vice-President of Human Resources at AstraZeneca UK. His
experience spans both public and private sectors. He worked for several years
in education and then moved into management development, working for
Tioxide in the UK and then for three years establishing the new organization
and operating plant in Malaysia. On his return to the UK he joined the
pharmaceuticals industry where he has been an active practitioner of coaching
and mentoring in business.
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viii Authors and contributors
Shaun Lincoln is Programme Director of Coaching and Mentoring at the
Centre for Excellence in Leadership (CEL). This has involved setting up a
national network of CEL external coaches and mentors for the learning and
skills sector and running internal coaching and mentoring programmes for
senior management teams. He is an executive coach and human resource
specialist with 15 years’ international experience in leadership and manage-
ment development, coaching and mentoring.
Dr Nancy Redfern is Specialty Dean Director at the Northern Postgraduate
Medical and Dental Deanery, and Consultant Anaesthetist in Newcastle upon
Tyne Foundation Trust. Since 1995, she has led the Northern Mentoring
Programme for doctors, dentists, nurses and other healthcare professionals.
As well as developing mentoring in her own trust she has worked with other
deaneries, royal colleges and trusts in the UK, helping them to set up their own
mentoring programmes and schemes.
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Acknowledgements
and permissions
We could not have written this book without the support of our immediate
families, Bruce, Anna-Maria, Luke and Martina.
We thank all those who have contributed. Wendy Briner, Malcolm
Hurrell, Shaun Lincoln and Dr Nancy Redfern generously shared their
experiences and expertise. Dr Nuala Brice and Dr Pamela Hartshorne offered
valuable perspectives from the outset. Terry Connor advised on graphics. Sue
Covill and Alan Phillips commented on draft chapters, and Hilary Farrar
helped with a case example.
Professor Gerard Egan’s ideas continue to inspire developments in our
thinking. Much of our coaching and mentoring work has evolved from the
vision and opportunities provided by Dr Geraldine Bynoe and Helen Jones.
Dr Nancy Redfern has been a powerful champion of mentoring networks
and training, and she and Dr Marie Johnson are our valued associates in
the Mentoring Development Group. We appreciate the enthusiasm and com-
mitment of all the sponsors and facilitators with whom we work.
Finally, we thank our clients, and all those who have coached and
mentored us, whether knowingly or otherwise. Learning with you, and from
you, has informed and encouraged us in writing this book.
We are grateful to Thomson Learning for permission to reproduce Figures 1.1
and 1.2 from Essentials of Skilled Helping (ISE with Skilled Helping Around the
World: Essential Thoughts on Diversity Booklet), Managing Problems, Develop-
ing Opportunities, 1st edition by Egan © 2006. Reprinted with permission of
Wadsworth, a division of Thomson Learning: www.thomsonrights.com, fax
800 730 2215.
We are grateful also to the Chartered Institute of Personnel and Develop-
ment (CIPD) and to Kate Hilpern, for permission to quote from Coaching at
Work, Volume 1, Issue 2, January/February 2006: 42–5. The extract quoted is
from an article ‘Bringing Law to Order’ written by Kate Hilpern.
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Description:"There are excellent chapters on how to train and develop coaching and mentoring skills and on practical ethics…This is a superb book and an excellent resource for existing mentors and coaches. It will also be a valuable introduction for potential clients – and is likely to encourage them to bec
