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Diane Newell & Charlotte Bruce-Foulds

The busy coach-mentor

Theme: Practice
Area: Mentoring & Coaching
Type: Workshop
Style: Mainly Experiential

Session on Thursday, Mar 02, 10:55
» Where on timetable


Diane Newell, Charlotte Bruce-Foulds and Katherine Ray share a passion for excellence in practice and a determination to bring Great Coach-Mentoring to organisations. Their pragmatic approach is bedded in deep expertise as coach-mentors and experience as leaders in organisations across a variety of sectors and geographies.

Diane has an EMCC EIA Master Practitioner level. Before becoming a coach she worked in and led organisations from Engineering and Logistics to Management consulting. Her focus on effectiveness in the midst of ‘busyness’ comes from her own experience as a busy leader and from her work with senior leaders and teams across Europe and in the US.

Charlotte has particular insight into the development of Internal Coaching groups and the role that supervision can play in building and supporting resilience in the organisation and the coach. Before specialising as a Coach-Mentor she worked as HR Director in the busy worlds of retail and industrial distribution.


Are you ‘too busy to coach’? Are you concerned about the impact of your schedule on the quality and effectiveness of your mentoring? If so you are not alone, many coaches and mentors practice in crowded busy worlds. Internal coaches are frequently fitting meetings with their clients in around the demanding schedules of their day jobs. Internal Mentors are frequently senior leaders experiencing all the stress and distraction that goes with responsibility for large parts of the organisation, complex agendas and teams. And even those of us who are specialist or independent coach-mentors will frequently also be running businesses and lives that demand our attention, and may create stress and distraction.

Much of the discussion about how to practice with impact as a coach-mentor pays little attention to the issues and distractions that we may bring to our practice. In this session we want to explore 3 questions:
• What is the potential impact of ‘busyness’ on our practice?
• What are the implications of the risks and limitations of busyness for how we should manage our practice?
• How can we manage our own ‘state’ proactively to bring the best of our capabilities to our work and be at our most effective?

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