Coaching and Mentoring
“Our aim is to help and support people in an increasingly competitive and pressurised world to take responsibility and control of their own learning and development in order to:
- Maximise their potential
- Develop their skills
- Improve their performance
- And become the person they want to be”
This quotation comes from Eric Parsloe who did much to clarify, simplify and energise the coaching and mentoring process for me and for many other coaches and mentors
Learning and development in general help improve skills and knowledge. Training courses are an efficient and cheap way of doing this. But if you want to personalise development, coaching and mentoring take some beating!
Good coaching and mentoring enable you to become a more effective member of your employing organisation. They are especially effective for the senior manager. You become empowered, motivated, more focused and self-aware. You benefit from an assessment of the skills and knowledge you require to excel in your role, how to acquire these, and commitment and help to do so. Most people experience improvement in their personal effectiveness.
Organisations tend to use it to develop their high-flyers or to address performance that is not up to the minimum standard. In my experience, it can additionally be used very effectively with the competent performer who may easily be overlooked.
I have coached and mentored extensively since 2002. I am trained, having achieved the Advanced Certificate in Professional Coach Mentoring from the OCM in 2003. I am also accredited by the EMCC at Master Practitioner level, the highest EMCC level.
My practice is a combination of coaching and mentoring, which I see as a continuum. Sometimes, it will be primarily non-directive coaching and at others I will draw on my extensive experience management and leadership at all levels of disparate organisations. A cornerstone of my practice, however, is that it is not advice. I may have experiences, ideas and suggestions, but I do not know what the person I am working with should do. My role is to help her/him work it out
My coaching and mentoring is undertaken within the Global Code of Ethics, which I played a part in creating: http://www.emccouncil.org/src/ultimo/models/Download/4.pdf.
The first meeting is a ‘chemistry session’, where we get to know each other and plan what we will do – we contract, to use the coaching term. At the end of the meeting, I will ask you if you would like to continue. If not, there will be no charge. You should not be asked to commit to coaching or mentoring with anyone without a chance to see if it works for you.
What people say…
David has been a great help through good times and bad and has really aided my thinking through crises and moments of decision. He provides the space to reflect and talk and asks the questions which matter, backed up by the wisdom of long experience. His questioning, challenges and observations have provided welcome clarity, cutting through the fog of every day activity.Adam Elliott
Global Head of Customer Experience
Consumer Insurance at AIG
Initially I was sceptical as to the benefits of a coach, preferring to get on and do. However, I quickly realised that a structured approach to reflect and resolve problems in an otherwise very full work schedule had an immediate and positive impact on my performance – in fact the greater the pressure of work the more valuable was the time spent with David. We all have a preferred management and leadership style informed by our experience and character, but by working with David I was able to appreciate and
develop a much broader repertoire for avoiding and dealing with issues as they arise. As a coach David has brought a wealth of research and evidence for me to reflect on and to stimulate discussion that goes far beyond his own personal experience. Obviously working with a coach is a personal matter, but he has always set the highest standards of professionalism and brought a warmth and sense of humour to our work – even when we didn’t always agree. I would highly recommend David Sleightholm to anyone who has a challenging role, more work than hours in the day, and who concedes they don’t quite know it all, just yet. David Griffiths
Managing Director, Amical