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Volume IV Issue 1, February 2006

The International Journal of Mentoring and Coaching

Volume IV Issue 1, 02/2006

Editorial

Welcome to the fifth edition of The International Journal of Mentoring and Coaching. We are always pleased to received papers and happy to offer encouragement to new authors as well as a home for more established authors. The IJMC has a wide readership within the mentoring and coaching community and contributes to sharing best practice, exploring ideas and developing new knowledge and insights into mentoring and coaching.

The journal has two main sections: Reviewed Section and Professional Section.

The Reviewed Section rigorously follows the conventions of all academic journals in the form of double blind peer review and Harvard style referencing and the Professional Section is subject to rigorous editorial review. Both Sections provide good quality writing and interesting comment. We also welcome book reviews:

  1. Brief Coaching for Lasting Solutions.
    Author: Insoo Berg & Peter Szabo
  2. Dealing with disaffection – young people, mentoring and social inclusion
    Author: Tim Newburn, Michael Shiner and Tara Young
  3. Mentoring in further education: meeting the National Occupational Standards.
    Author: Susan Wallace and Jonathan Gravells
  4. Coaching: Evoking excellence in others.
    Author: James Flaherty

The IJMC welcomes papers from all aspects of mentoring and coaching and aims to be truly representative of the wider mentoring and coaching community. In this way, it becomes possible to learn from a range of experiences in different sectors. We are particularly interested in authors who wish to take a constructively critical perspective on the issue they are writing about.

This edition has a variety of issues and themes. In this edition the Professional Section features three articles from coaching practitioners, all working in business.

The Papers – Professional

In previous editions we have featured in our professional skills section a number of newly developed coaching models, including one from Germany-based coaches and one from Australia. For our professional skills article this time, we move out of model development and into the realm of applying an existing coaching model. Executive coach and business psychologist Alison Hardingham outlines a case study to demonstrate the British Eclectic Model in practice and she gives us her views on the outcomes that using this Model produces. This article is likely to be of interest to all coaches, who can use it to reflect on their own practice. There is also a message for any coach who has ever worried that they might not be able to ‘think of something to do’.

The subject of business development has started to feature at EMCC conferences. This is based on the premise that coaching is often a business as well as an emerging profession. There seems to be agreement that coaching providers need to brush up on their business skills as well as their professional coaching skills. Our second article in the professional section, Business Coach Anne Bennett gives us a focus piece. This gives coachees her tips for opening up a conversation with your coach about how your coaching is working.

The final article in this section features business development and market research within a medium sized coaching and consultancy provider. It offers a fascinating glimpse into the thinking of one coaching business and is likely to be of great interest to both coaching purchasers and providers alike.

In the Reviewed Section, we have two articles. The first by David Lines and Graham Robinson was presented at the last EMCC conference. The paper explores the development needs of executives and the role executive mentoring may play in this. Their research method is based on heurstic inquiry. This is an exploration of sense and meaning making through immersion in the research partiticpant’s stories, metaphors and figuarative language. Garvey takes a similar approach in his article by employing a narative analysis approach. In this article, the coach/mentor employs narrative techniques to help two senior managers, who are new to their roles, understand their organisation.

Finally…

Thank you to all our contributors. We believe that there is plenty to think about in this edition and we hope that you enjoy reading it as much as we did.

Please do email us and say what you think about this edition. We will be pleased if you think it’s great and if you don’t, please let us know why. If this edition has inspired you, why not write something yourself and send it in the first instance to Bob Garvey r.garvey(at)shu.ac.uk?

Bob Garvey and Alison Carter
Editors

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