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Coaching And Mentoring At Work: Developing Effective Practice: Developing Effective Practice Paperback – 1 Jan 2012
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About the Author
Mary Connor has worked as a consultant in individual and organization development, throughout the UK, in South East Asia and in South America. She has extensive experience as a coach, mentor, trainer and coach supervisor.
Following an early career with BP and Exxon, Julia Pokora established an independent consultancy, and was an Associate with Ashridge Teamworking Services. She has recently focused on developing mentoring and coaching capability in the Health Service.
Mary and Julia are founder members of Coaching and Mentoring Consultants which delivers training and supervision for managers, leaders, educators, clinicians and health professionals.
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Top customer reviews
This second edition represents a significant rework, update and improvement on the first. This is evidenced very early in Part 1, Chapter 1 in the section `Coaching and mentoring in context'. Coaching and mentoring are now commonly used in support of learning and development in organisations - not the case when the first edition was published - and the revised text recognises and reflects this shift. There is still some coverage of the important similarities and differences between coaching and mentoring, although the authors avoid the temptation of diving too deeply. This topic can lead into a fruitless and rather frustrating academic debate in some coaching and mentoring books, but in this case the authors have it about right. There is sufficient summarised (tabular) information to be of practical guidance to coaching and mentoring practitioners and their clients.
Coaching and mentoring interventions can be conducted against a number of different frameworks and models. When studying for my qualification, the predominant emphasis was on the GROW model and this is the framework that I most commonly use. Although the early section on `approaches and frameworks' (which gave a brief overview of the various frameworks and models that can be used) has been reworked in the second edition, I still like the way that the book deals with the topic. Having explained why models are important to the effectiveness and quality of coaching and mentoring interventions, a section of the book concentrates on "The Skilled Helper" model. Whilst this is quite similar to the GROW model, after reading the book, I have decided to undertake some further reading and study in preparation for working with this variant on the GROW model.
The book contains many examples, individual experience statements and case histories associated with coaching and mentoring at work. This for me is the most valuable feature of a thoroughly useful and readable book. These examples `lighten' the text and provide valuable insights into the coaching and mentoring experiences of others. As a coaching and mentoring practitioner in the energy industry, I found the book to be highly relevant and readable - I would recommend it anyone who has an interest in coaching and mentoring, whether coach / mentor or client, in the work environment.
The book is written in an accessible, easy to understand style and is crammed full with practical examples and tips. The authors even reserve a chapter for one of the key characters in any coaching or mentoring relationship - the client. This is one of the few coaching and mentoring texts that address the position of the client and sets out the factors that clients should bear in mind when deciding whether to embark upon coaching or mentoring and suggests how best to prepare themselves to get the best out of that experience, as well as highlighting some of the standards and behaviours that they should be expecting from a coach or mentor- a useful chapter for the practitioner to reflect upon their own practice to ensure that they are meeting these expectations and standards.
The book considers the similarities between coaching and mentoring and one of the key arguments of the authors is that "a learning relationship is central to both coaching and mentoring, which are more than just a set of activities or skills." It also highlights the differences between the two disciplines, albeit the majority of the book focuses on the common elements.
The structure of the book prompts reflection and learning opportunities for the reader- reinforcing the reflective learning discipline that is a prerequisite for the wise practitioner! I found the chapter on contracting to be a practical and comprehensive guide which addresses the key factors that one encounters in reality - a book that addresses the practitioner elements as well as the subject theory.
The main model that is advocated by the authors for both coaching and mentoring is Dr Gerard Egan's Skilled Helper" model-once again the authors approach this with a winning combination of theory and practical application. Two chapters show how the model would apply to a coaching scenario and a mentoring scenario. The authors also highlight other models commonly encountered in coaching and mentoring.
The authors also provide a comprehensive guide to tools and techniques that will support the successful implementation of the model - twelve tools and techniques that are succinctly described and the pros and cons considered.
The second edition features a new chapter which deals with reflective practice, supervision and accreditation - this is outlined with the same hallmarks of clarity and practicality with useful checklists and prompts.
This book will be one of the "default" texts that I turn to in my coaching and mentoring practice, and also in my role as manager and leader.
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Most recent customer reviews
Lots of diagrams which makes the book easier to read.Read more
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