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Argues that, in the fields of team working and coaching, the metaphor of sporting excellence is overused. Considers the downside of the sporting analogy and proposes instead a musical analogy. Examines the value of the symphony orchestra, the jazz combo and the chamber music ensemble as alternatives. Describes a public masterclass where an established and successful musician coached a young quartet and a subsequent session that discussed the masterclass and it

This paper examines the understanding of consciousness, attempts to define spirit, and explore the idea of spirit consciousness. It examines spirit consciousness in the context of autonomy and power. It moves on to explore learning strategies and communities and summarise the author’s own learning about planned and emergent learning. The final section poses some questions for learners, for helpers and for business educators.

David Megginson is Visiting Professor of HRD at Sheffield Hallam University and founder of the Mentoring and Coaching Research Unit in the University. He has written and researched extensively about coaching, mentoring and other topics. Two books, Techniques for Coaching and Mentoring, and Creating a Coaching Culture (written jointly with David Clutterbuck) are to be published shortly. Two further books, Mentoring in Action and Mentoring Executives and Directors, have also been written with David Clutterbuck. The two Davids founded the European Mentoring and Coaching Council in 1992, and David Megginson now co‐chairs it, with Sir John Whitmore. He is also Chairman of strategy consultancy The idm Group, and an executive coach. Here he answers questions about his work.

This article explains the process and results of distilling meaning from the book Mentoring Executives and Directors by David Clutterbuck and David Megginson, published by Butterworth Heinemann in 1999. Capturing meaning requires a method that suits the context of study. In this case the context is book that contains a number of illustrative accounts of being mentor and mentee within the private, public and voluntary sectors of business. The method permitted capturing ideas contained in the contexts described, and then associating these ideas in order to gain insights into the very nature of mentoring.

The article provides an overview of current issues in mentoring. After drawing on suggestions from participants at a mentoring conference, the article moves on to examine some key emerging questions concerning the value of formal mentoring, the role of training and the experience of mentroing in different countries. The article concludes with a consideration of methodology and how we can come to know what people’s experience is of mentoring.

Identifies six issues which have to be addressed in the effective co‐operation of men and women in an organization – identity, values, valuing differences, barriers, vision and action, and from this viewpoint reviews a particular course of management development workshops. Concludes that as a result managers of both sexes have become more focused, friendly, fast and flexible in their organizations.

Reports some findings from the Developing the Developers report, in particular the high proportion of developers who differentiate training from development, and their reasons for so doing. Identify from the research the top ten approaches that developers see as important for the future. The authors summarize the issues addressed in their recent book, Self‐development: A Facilitator′s Guide, which include team building (first in frequency of being seen as important for the future in the AMED report), mentoring (second), coaching (third), self‐development (fourth), learning company (seventh), action learning (tenth). They suggest key issues related to each approach.