Contents

Acknowledgements

How to use this book

Note

Part One How coaching and mentoring support reflective learning

01 The revised situational framework

Ownership (from right to left)

Learning outcome (from bottom to top)

The four quadrants

Performance

Engagement

Developmental approach

Systemic approach

The prevailing discourse

The power horizon

Chapter summary

02 Learning theories for coaching and mentoring

Deep and surface learning

Single and double loop learning

Emotion in learning

Immunity to change and defensive reasoning

Psychological principles of learning

Learning and the body

Learning as a social activity

Learner ownership and autonomy

Individual learning and the organization

Chapter summary

Note

03 Reflective dialogue and learning

Stages of learning

Reflection and reflective dialogue

Chapter summary

Notes

Part Two What is the difference between coaching and mentoring?

04 What is mentoring?

Performance mentoring

Engagement mentoring

Developmental mentoring

Barriers, obstacles and myths in mentoring

Chapter summary

Note

05 What is coaching?

Performance coaching

Engagement coaching

Developmental coaching

The systemic quadrant

Transcultural issues in coaching

Chapter summary

06 Mentoring models

Chapter summary

07 Coaching models

Performance and engagement coaching models

An engagement model

Developmental models

Chapter summary

Note

Part Three Coaching or mentoring in each quadrant

08 Performance

Skills in the performance quadrant

Receiving performance coaching or mentoring – what can help?

Programmes in the performance quadrant

Chapter summary

09 Engagement

Skills in the engagement quadrant

Engagement programmes

Chapter summary

10 Development

Skills in the developmental quadrant

Coach or mentor presence

Coach or mentor congruence

Listening

Restatement of client’s story

Managing emotion

Socratic questioning

Feedback

Conflict, challenge and confrontation

Immediacy

Reviewing the learning

Development of coaches and mentors and supporting them

Chapter summary

11 The systemic quadrant

The social life of organizations

Relationships at work

Team coaching

Chapter summary

Note

Part Four The reflective practitioner: accreditation, ethics, diversity and supervision

12 Accreditation, ethics and diversity

Accreditation

Ethics

Diversity

Chapter summary

13 Why supervision? Theory, sources and models

What is supervision?

Models of supervision

Group supervision

Chapter summary

14 Conclusion

Appendix 1

Development plan for coaching client

Coaching review

Personal action plan for clients

Coaching record

Appendix 2

Sample mentoring agreement

Mentoring review

Appendix 3

Appendix 4

An extract from a mentor manual provided for a corporate programme in the retail industry

Appendix 5

Appendix 6

Questionnaire for coaching clients

Learning outcome questionnaire for coaching or mentoring clients

Quality assurance questionnaire for coaching clients

Coaching evaluation form

References

Index