Coaching/Mentoring Case Study – Getting to No. 1

How did Ivan Lendl first help British tennis player Andy Murray, now ranked number 1 in the world, take his performance from ‘good to great’? This is a great example of what can be achieved through mentoring.  Please note we are not claiming any Morgan Clarke involvement in this case, it’s just a good story exemplifying the value of mentoring.

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Ensuring a return on investment from coaching

Most businesses now use business or executive coaching to address a whole spectrum of strategic, business and developmental issues.  These range from enabling people to become more effective as a business leader or manager, transitioning successfully to a more senior role, increasing sales volumes and revenues, or delivering important projects or change initiatives.

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Executive Coaching – Setting Your People Up To Succeed In New Roles

The cost to your business of leaders and managers failing in new roles can be immense.  Typically, mission critical projects may not be delivered on time or within budget, or the business plan may not be realised, employees can become disengaged as a consequence and attrition rates can be high.

When you promote a manager or leader to a bigger or more complex role, they will invariably need to think, work and behave differently. To be successful, they must be able to drive their agenda and achieve results through others, lead change and allocate their time with a razor-like focus on both important and urgent business critical activities.

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The Glass Cliff or Why being good in a crisis can disadvantage women

Neela Bettridge is one of our most senior Executive Coaches and resident guru on Women in Business.  She has provided this month’s blog to coincide with International Women’s Day on 8th March.

When psychology professors Michelle Ryan and Alex Haslam of the University of Exeter observed that women were more likely to be promoted to leadership roles that carried a higher risk of failure, they dubbed the phenomenon ‘the glass cliff’ – an obvious extension of the ‘glass ceiling’ and ‘glass elevator’ metaphors.  Continue reading

Business Simulation Comes of Age

Business Simulations have been around in various guises for many years, but recent research has begun to shed light on how this training staple can be used to bring about swift and lasting behavioural change.

In this article we reflect on over 15 years’ experience of designing, developing and facilitating business simulation programmes of all kinds to consider the circumstances that contribute to the success of a business simulation exercise and move it from being not just a fun and engaging activity to a lasting and powerful learning experience.

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Identifying high potential employees

What is a high-potential employee?  In our view ‘high potentials’ are employees who not only have the potential and ability but also the motivation to achieve a succession of more senior roles over time.

Most clients seem to employ a version of the ubiquitous McKinsey 9-box grid to compare and contrast performance with potential.  The 9-box grid model has its uses, but does not necessarily echo the theories of Stanford University psychologist and world-renowned guru Carol Dweck on workplace motivation.  Dweck says that Continue reading

Identifying Future Talent

In order to keep the leadership pipeline fully stocked with future leaders, organisations adopt a variety of approaches to identify talent. These range from simple hunches through to complex assessment processes. The most common method used – identifying potential based on the subjective views of existing managers – is flawed, because the reviewers are subject to all kinds of prejudices, personal preferences and local politics. Assessment Centres are another potential solution, but they are expensive and time consuming. Continue reading

What Does Talent Look Like?

Critical to any talent management process is the identification of individuals who are perceived to have the potential to advance further in the organisation. But how is potential defined? Is it obvious for all to see? Excited claims are often made that a person has ‘it’. Many leaders state they know ‘it’ when they see ‘it’. But are they valuing the same elements of potential? Can we answer what it is about a particular person that gives us the confidence they have what it takes to perform well at the next level? Continue reading