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Leaders and Change: Imperatives in the ‘New Normal’

Leaders and Change: Imperatives in the ‘New Normal’

Change Management / By

The pandemic experience, while incredibly challenging for leaders and teams, also provided important learnings. We came to recognize the greater impact and influence of such attributes as resilience, agility, humility, curiosity, self-care, compassion and caring and attention to growing self-awareness as central to the leader role in guiding teams and ensuring that organization priorities are realized. These are foundational and increasingly expected of the most effective leaders.

A Coaching Differentiator

A Humble Mindset: A Coaching Differentiator

Human Resources / By

As a leadership coach, I regularly reflect on the approaches which support the essential relationship between the client and coach. Something that allows these approaches to work more effectively is an overarching mindset of humility, a mindset that applies to both the client as well as the coach. I do want to be clear that ‘humility’ for me does not imply weakness, nor is it the opposite of a tough-minded approach to supporting a client in his or her developmental goals. Rather, it implies a respectful environment that recognizes that the most appropriate coaching relationship is one in which client and coach work on strategies, plans and actions that will result in positive impact.

What's Your Story? Helping the next generation imagine their career identities through narrative career coaching

What’s Your Story?

Human Resources / By

The following case offers an example of how the narrative frameworks of rescription and re-membering were used in a community college career coaching context – affording students the opportunity to practice with story-based approaches to career transition and change. In the broader perspective, the case offers a view into the human resource development practice of narrative career coaching – helping the next generation workforce imagine their career identities.

Internal Coaching: An Organizational Perspective

Internal Coaching: An Organizational Perspective

Organization Development / By

A number of years ago, I proposed the idea to the organization I worked for that we should consider having an internal coach. There were a number of reasons why I thought this would be a good idea, not only for the organization, but also the individuals, and taxpayers (as we were public sector), and finally for me. From an organizational standpoint, we had been using external coaches for a few years and in some cases had realized some value. The problem with external coaching was that it is: a) Expensive  b) Harder to access, and c) External coaches in many cases did not understand our business.

Why Coaching Must Play an Integral Role in Leading and Managing in Today's Workplace

Why Coaching Must Play an Integral Role in Leading and Managing in Today’s Workplace

Human Resources / By

In my consulting work over the last 25 years, I've seen a significant shift in the role of coaching in the workplace. During this time, coaching could not remain static. It had to evolve to accommodate the many changes and disruptions we have seen in the business world, such as new technologies, the globalization of markets and competition, the rapidly increasing pace of change, and new demands on employees to work faster, smarter and be more productive more efficient and effective.

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