Coaching and mentoring are often seen as ways to help others grow—but what if the transformation goes both ways? Over the past decade, I’ve discovered that every coaching conversation, every mentoring session, is as much a learning experience for me as it is for my clients. One of the most profound realizations I’ve had is that growth is mutual.

There are a variety of ways in which sage leaders say they help the organizations in which they are primarily engaged in their Generativity Four roles.

William Bergquist and Gary Quehl This essay is devoted to insights offered by our Sage leaders about Generativity Two, as represented in the processes of mentoring both individuals and organizations. We begin with our leaders’ reflections on their role as mentors. We then expand this perspective by talking about four related roles played by generative leaders: mediator, monitor, motivator, and …

The recent passing of Arizona Senator John McCain has led me to think about how this man's extraordinary life can be an excellent role model for all leaders.

This article explores the potential for detrimental consequences and inappropriateness of imposing mandatory 'supervision' on coaching practitioners, versus the established mentor coach approach.

Bottom-line – this is a valuable resource yet the title is suspect when the industry has not agreed upon a term for this activity.

Some key insights into the meaning of Mentor Coaching as applied to ICF’s policies and practices

In this eBook you will find 8 Success Factors that must be addressed in order for any Mentoring program to be successful.

The concepts of coaching and mentoring are often overlapping and there are many disagreements about what constitutes coaching and mentoring—especially when coaching and mentoring are delivered in an organizational setting. Considerable time can be taken (and perhaps wasted) debating over definitions of coaching and mentoring. I propose that another approach might be taken—that of determining which of seven distinction roles …

In the modern world, the role of leader merges with that of manager. The successful leader, in other words, is a successful manager—and management can be taught and managers can be created. Managers operating in modern organizations are not born into greatness nor do they necessarily need external forces (such as enemies) or auspicious circumstances (an appropriate vision at the …