Coaching and Mentoring

ASTD 2008 Copyright

Match Made!
Novak, Clare
T+D, v61 n3 p40-44 (2007 Mar)

This article discusses the "leader-advisor" relationships of four workplace learning professionals. Representing different industries, each leader covers how having an advisor/coaching/mentoring relationship has influenced their career.
 

Mentoring Makeover
Francis, Laura
T+D, v61 n7 p52-57 (2007 Jul)

Web-based mentoring offers some indisputable advantages over traditional mentoring programs such as greater ease in finding mentor and mentee matches, increased flexibility of scheduling sessions or virtual meetings, and easier maintenance and administrative support. With technology, companies using web-based mentoring are able to serve multiple locations and serve individual needs at the same time. A sidebar contains seven effects of web-based mentoring based on a recent survey.
 

Don't Cross the Line
Schreiber, Nancy G.
T+D, v61 n2 p60-64 (2007 Feb)

The growth of coaching as an industry and a professional has contributed value to many individuals and organizations. This article warns that despite the good that has come from this new trend, there are times when coaching goes awry. The possible ethical dilemmas include such issues as the inappropriate use of coaching as a panacea for whatever ails the organization, lack of professional competence, reporting data that can be misinterpreted, and failing to set clear boundaries for the coaching relationship.
 

Executive Coaching Builds Steam in Organizations
Gladis, Steve
T+D, v61 n12 p58-61 (2007 Dec)

Executive coaching one of the fastest growing services organizational leaders are using is different than working with other types of consultants because they are not the solution; they direct the solution process. Effectively, there are five steps in the coaching process: pre-coaching interviews (data gathering), self-discovery and awareness, goal setting and accountability, action learning and execution, and evaluation and revision. Executive coaching is a powerful, cost-effective way to provide support for leaders and leverage their strengths for the benefit of themselves and the entire organization.
 

The Certified Coach: A Brand You Should Be Able to Trust
Laff, Michael
T+D, v61 n4 p38-41 (2007 Apr)

This article asserts that as the profession of coaching grows so too will the demands for credentialed coaches. The International Coach Federation is working toward creating credentialing levels and the associated requirements to give this profession structure and substance. Experts in the field urge new coaches to pursue credentialing and/or certification and stress the importance of having clearly defined roles and expectations for coaching.