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The three-way conversation between coach, client and the client’s boss, is commonplace in coaching. Sometimes also involving HR, it provides a valuable opportunity to clarify agendas, establish the support needed from the boss, and improve the direct report-boss relationship.
Yet in the context of mentoring, this conversation is typically seen as one to be avoided — not least because it encourages the reintroduction of the power dynamic in the mentoring relationship and anecdotal evidence provides ample examples of it going drastically wrong.
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