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This paper is based on an extract from an extensive study of high performance companies around the world, published in July 1997 under the title The Winning Streak, Mark II. The study focused on 24 companies from nine countries, where interviews were carried out with top management and beyond; and a further seven companies from four countries, where data was collected from extensive literature search and/or more limited interviews. All of the internationally operating companies had a long track record of significantly better financial performance and most had a higher public reputation than competitors in their industries. A control group of less successful companies was used to test the findings of the study, as was an "action case study" of a high performance company losing its way.The overall study identified a number of critical issues that these companies all managed well and concluded that maintaining high performance was due in large part to the organisation's ability to balance conflicting demands within each of those issues. One of the issues concerned succession at the top: was continued high performance best achieved by an internal appointment that sustained the same values, or by introducing new blood at timely points in the organisation's evolution? By far the majority of companies preferred to appoint from within, making the succession as seamless as possible by:•building a high degree of strategic consensus among the top team, from whom the new CEO will be chosen•ensuring that potential CEOs brought in from outside spend long enough in the company to understand how it works•using the retiring CEO as a chairman‐mentor

Investing in your returning talent Becoming a parent is life-changing. Our experience as employers, practitioners, researchers and working parents tells us this is a critical time for offering support to new parents as they navigate the transition, plan for their return and re-engage with work and career. At an organisational level, there are huge costs associated with losing experienced and talented employees when they start a family and, in the interest of building a more diverse and balanced workforce, organisations need their people to return engaged and motivated to progress their career. Written in partnership by two established coaching and mentoring professionals, Mentoring New Parents at Work makes the case for dedicated mentoring programmes in the workplace as a sustainable way of supporting new parents and improving talent retention for employers. The authors offer timely, practical guidance for each stage of the mentoring journey, from building the business case through to ideas for mentoring workshops. The book is grounded in theory and practice, and provides tools, techniques and real life case studies from a range of countries and organisations to illustrate good practice. Mentoring New Parents at Work will be invaluable to all HR practitioners and line managers who want to retain and support new parents, helping to pave the way for gender diversity at all levels of their organisations. Its themes and insights will also be of interest to students and researchers of HRM, diversity management, and coaching and mentoring.

"Coaching and mentoring as management approaches have spread rapidly across the Asia Pacific region. Basic concepts of supporting people in their learning, in their career journeys, and in the acquisition of wisdom are deeply rooted in all cultures, yet today, there is little agreement about what constitutes good practice. Coaching and Mentoring in the Asia Pacific is the first book to put coaching and mentoring into an Asia Pacific context--exploring the challenges, benefits and differences in application, both in concept and practice. Opening with a foreword from Anthony Grant, this book provides commentaries and practical case studies from a wide variety of countries, sectors and perspectives. The authors show how organizations in the Asia Pacific Region can make effective use of this powerful developmental tool, in cost-effective, culturally relevant ways"--

Introduction -- Introduction -- Coaching and mentoring techniques -- Getting ready for the coaching session -- Contracting -- Rapport building -- Helping the coachee articulate their issues -- Exploring beliefs and values -- Setting and pursuing goals -- Managing emotions -- Managing relationships -- Building support, influence and learning -- Techniques for teams -- Managing choices and decisions -- Understanding context -- Developing resilience/coping with setbacks -- Feedback -- Helping the coachee raise self-awareness/ self-understanding/ self-honesty -- Managing boundaries -- Dealing with problems in the coaching relationship -- Ending the coaching relationship -- Themes for the coach -- Supporting your coaching practice across cultures -- Evaluating your coaching -- Looking after yourself as a coach

Just like the coaching relationship, supervision is most successful when it is a collaborative endeavour, with both parties clear on their roles and the process. This practical book provides guidance on when, why and how to seek supervision, and on how coaches can make the most of the supervision they receive.