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Tag Archives: coaching
Now is the Moment to Seize your Opportunity
Author: Luke Johnson, Financial Times
Published: May 5, 2010 The hour is always darkest before dawn. I have a gut feeling that now might just be a great time to take the plunge. There is plenty of negative news about deficits and double-dip recession. But technology and global markets are creating real advantages for anyone tempted to give it a go. And a new concern will not be weighed down with the legacy issues like property and pension obligations that are holding back incumbent players. Among my reasons why now is the time: * The internet has made it easier to experiment than in the past. Building an online presence costs less than it ever did. I just redesigned my website for less than £2,000 in a few weeks. With that you can reach the whole world. Yes, the web is crowded, but there are billions of consumers connected to it who might see your ads or buy your products. And if your idea fails, too bad – shut the project down and try another; it is cheaper and quicker to discover what works than at any time in history. * The corporate life seems less appealing . Jobs for life have gone; occupational pensions have gone; and who wants to slog away in a suffocating hierarchy their whole career? The freedom and satisfaction of self-employment are hard to beat. Of course there are risks – but then you might get sacked anyway if you work for someone else. Starting a company gives you the chance to achieve independence and self-determination – and if it succeeds, you really will get the rewards of your efforts. * The world needs entrepreneurs more than ever. New jobs and wealth creation spring principally from new companies. I predict governments will do more to encourage entrepreneurs in years to come – from lower taxes to a reduced regime of bureaucracy. Every policymaker I speak to understands that only private enterprise can tackle unemployment and generate the tax we need to deal with our problems. * There is more advice and support than ever before. Books, online, agencies, magazines – you name it, there are hundreds of places to go to find ideas, recruit staff, secure premises, source IT, deal with legal and accounting issues and so forth. There are more clubs and networks – more ways to access funding, find partners and reach customers. There are many more role models and mentors around than when I started out in the 1980s. * It is easier to freelance and subcontract than before. Virtual businesses are common. Almost everything can be outsourced – manufacture, R&D, fulfilment, logistics, administration, IT – you name it. And providing these services offers endless niche markets. * There is talent galore looking to join in a new venture. Now is a wonderful time to recruit able staff. Big business and the state are shedding personnel – people will be more willing to throw in their lot with an emerging company than during the good times. * Premises and plants are plentiful. Rents are lower, machines are in surplus – there is more choice than there has been for years in terms of premises and equipment. * Redundancy should be a beginning, not an end. Thousands do seize the day when they lose their job – and while not all find it a pushover, for many it allows them to pursue their dream and follow their passion. * Part-time is a way to get going. When I worked for others, I moonlighted for several years, participating in various schemes at weekends, evenings and during holidays. It gave me experience, confidence and helped generate capital – so I was better prepared when I left employment for good after a few years. I recently became chairman of the Advisory Board of Fast Track, which ranks Britain’s fastest growing companies. There I am endlessly impressed by the vision and energy displayed by the founders of so many of the companies surveyed. They know it is worth it. No one believes starting something from scratch is a breeze. But as Samuel Johnson said: “He that labours in any great or laudable undertaking has his fatigues first supported by hope and afterward rewarded by joy.” ———————————————————————————————————– |
Source:
Johnson, Luke. “Now is the Moment to Seize Your Opportunity.” Financial Times. N.p., 5 May 2010. Web. 5 May 2010. <www.ft.com/cms/s/0/3f720290-57dd-11df-855b-00144feab49a.html>. |
Living Card of Appreciation for Jeanie Cockell
![]() Don’t believe what you read in the newspaper and see on television. People all over the world are achieving their dreams to improve their communities whether that is a school, hospital, or corporation, for profit and non-profit. It is amazing how many terrific, caring and inspirational people we meet and the stories that we hear from them. Stories of grace, of style, of engagement – awe inspiring stories. Unique stories about people and the people that they work with. We have an amazing Expert on Call – Jeanie Cockell. Many of you may know of Jeanie as an Appreciative Inquiry Facilitator and trainer from seeing her name on our website or from stories of success written by those who have worked with Jeanie. Jeanie has that special magical personality that lights up the room and invites you in to converse and to become friends. People gravitate toward Jeanie like a hummingbird to a flower. We are so fortunate that Jeanie is with us. A few weeks ago Jeanie was involved in a horrific automobile accident and had a punctured lung, fractured pelvis and a leg broken in several places (I am not a medical person and do not mind if anyone corrects me!) It is awesome that Jeanie had no head injuries and remains positive about her recovery and is already looking ahead to returning to the work she loves. Working with people and introducing Appreciative Inquiry whenever possible. Jeanie has physical rehabilitation to relearn how to walk and how long that will be we are not sure of. We just thought it might be nice to start a Jeanie Cockell Living Card to express our appreciation and wishes for her return to full health. To send Jeanie your wishes, please follow this link to Facebook (click on the discussion tab) or Linkedin – if you are not a member, you will need to join. Jeanie will be able to visit her Living Card of Appreciation when she is able and as often as she wants. You may leave messages as often as you like – check often to see what others have to say. |
How to Tell Creative Tension From Team Bickering
Author: Wayne Turmel, bnet.comReading the rather contentious comments back and forth between two readers on a recent blog post (check out How to Write Emails That Will Get Read) got me thinking. The life of a project or line manager would be so much better if the team just got along and never argued with each other. Right? Not necessarily. Blind agreement can be almost as destructive to your team’s success as ugly friction.
There are times when you feel like a parent on a long car trip. You just want to turn around and yell, “If I have to stop this project and turn around, you’re both in big trouble!” Before you step in between team members, though, you might want to take a deep breath and see what’s really going on. Here are four traits to look for that differentiate creative tension (i.e., positive, constructive differences of opinion) from unproductive bickering (the workplace equivalent of your kids calling each other a big cootie head).
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Source:
Turmel, Wayne. “How to Tell Creative Tensions From Team Bickering.” On Leadership: Management and strategy ideas from executives and thought leaders. CBS Interactive Inc., 26 Mar. 2010. Web. 31 Mar. 2010. <http://blogs.bnet.com/management/?p=665&tag=nl.e713>.
Managing During Difficult Times
Caty Everett, vice president of Alliance Leadership, explains how to maintain your credibility and executive presence during turbulent times. |
Coping with Change at Work
Change is a necessary part of business and that can cause stress among employees. Caty Everett, vice president at Alliance Leadership, explains how being transparent and engaging team members in the process can reduce anxiety |
How to Start a New Job: Dodging Landmines
Those first few days on a new job can be stressful. Roberta “Bobbie” LaPorte, a career and leadership coach, discusses how to make a great first impression and hit the ground running |
How Brain Science can Change Coaching
Author: Ray Williams, Psychology Today
Coaching is the second-fastest growing profession in the world, rivaled only by information technology, as I reported in a National Post article. The profession owes its success both to the personal development movement and the huge global economic restructuring since the 1980s. Competition within and among companies, flattened management structures, shrinking talent pools and ineffective leadership have all contributed to the demand for executive coaching.
Executive coaching is an outgrowth of leadership development programs. An article in The Economist concluded executive coaching had become a significant human resource strategy. Recently, the Harvard Business Review noted executive and business coaching is worth US$1-billion a year.
Coaching pre-dates Anthony Robbins, Stephen Covey, Tom Peters and Ken Blanchard. It is rooted in a range of philosophies and practices that can be traced back to Aristotle, Buddhist thought, Gestalt theory and various management and business gurus. It reappeared in the late l950s, but did not receive much attention until the early 1990s. Although coaching gained widespread acceptance by organizations in the 1990s, it has only flourished in recent years.
When executives and professionals, with predominantly analytical training, look at coaching from an investment perspective, they often want theory-based, evidential criteria. Behavior-based coaching, as practiced and advocated by programs such as Dr. Skiffington’s 1to1 Coaching, have focused on behavior change as the basis for effective coaching.
Brain science research in the past decade has significant implications for coaching practices. David Rock, author of Quiet Leadership, and Jeffrey Schwartz, author of The Mind and the Brain, addressed the issue of brain research and coaching in an article in The Journal of Coaching in Organizations. They argue that a brain-based approach to coaching may provide more legitimacy to the coaching profession, which would require coaches to have deeper understanding of brain functions and behavior.
The focus of coaching is often individual change and transformation, including dealing with fear, motivation, successful performance, relationships and a myriad other behavioral and attitudinal issues. Brain science research in recent years has provided key findings that should inform coaches regarding the focus of coaching and their methodologies. So too, are the implications for coaches in organizations, such as executive coaches, who work with leaders.
Rock and Schwartz argue that getting people to change is important, because life–both individual and organizational life–is rapidly changing in our world. The traditional view of change management has focused on two levels. The first, at the individual level has traditional focused changing people by providing critical feedback and judgment, or through the work of professional help, on analyzing peoples’ problems. The second, at the organizational level, has focused on introducing leader-led organizational change initiatives, which assumes by their nature, are expected to create employee buy-in’ or alternatively, focuses on increasing employee motivation and productivity through the traditional “carrot-and-stick” approach, with particular emphasis on financial rewards. The evidence is clear that those approaches have failed to produce meaningful and productive changes.
Brain science research, Rock and Schwartz argue, tells us a lot about why change is difficult and what approaches can work best.
Schwartz argues that our brains are built to detect changes in our environment and are more sensitive to negative change. Any change that constitutes a threat can trigger fear causing the brain’s amygdala to stimulate a defensive emotional or impulsive response. Altering our reactions to change is very difficult for the brain, even though logically we may want to. Rock cites a study of 800 HR professionals in which 44% of them preferred to not follow new directions from the boss and 15% were actively obstructionist. The lesson for coaches and leaders here is the harder you push people to change, the harder they will push back. That’s the way our brains work.
So, how can coaching work effectively with the brain? First, brain research reveals that focusing on problems or negative behavior just reinforces those problems and behaviors. Therefore, the best coaching strategies focus on the present and future solutions. This requires the development of new neural pathways in the brain and new thinking patterns.
Schwartz has identified five main areas of brain research than can inform coaches:
Because the brain operates in a quantum environment, our perceptions and self-talk alters the connections and pathways in our brains. Whatever we focus our “attention” on changes or creates new brain connections;
The connections in our brains form mental “maps” or reality. Whatever we expect to experience, is what we actually experience.
Focusing our attention on solutions or new thinking is a better strategy than focusing on analyzing existing problems because the latter will only reinforce the problems;
If leaders want to more effective coaches themselves, they need to learn to stop giving advice to people, or if it is given, to be unattached to their ideas and present them as options to people. The implications for coaches is obvious, and most coaches are adept at having the clients take responsibility for their own journey or choices;
Coaches need to be adept at reading peoples’ body language, particularly when they have “insights” about their behavior. These insights are visually accompanied by changes in facial expressions. Schwartz has developed a four-part model of facial expressions that indicate emotional states from awareness to illumination. Leaders too need to be sensitive to facial changes as an indication of employees’ mental state.
Coaching has evolved into a much more sophisticated profession based on knowledge from any other disciplines. Now brain science research has the potential for having the greatest impact on coaching individuals and leaders in organizations.
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Author:
Williams, Ray B.. “How brain science can change coaching | Psychology Today.” Psychology Today: Health, Help, Happiness + Find a Therapist. N.p., 17 Feb. 2010. Web. 1 Mar. 2010. <http://www.psychologytoday.com/blog/wired-success/201002/how-brain-science-can-change-coaching>
Embrace Life: A New Online Ad with a Twist
httpv://www.youtube.com/watch?v=p916yeFa2Xk
A new campaign called Embrace Life is tackling an old-age issue in a very different way. |
Video Gallery
212o – The Extra DegreeAt 211 degrees, water is hot. At 212 degrees, it boils. And with boiling water, comes steam. And with steam, you can power a train.One extra degree = Exponential results |
A Letter to MandelaShikaya is a non-profit civil society organisation that recognises the crucial role that teachers can play in deepening and strengthening South Africa’s democracy. As such, Shikaya supports the personal and professional development of teachers to create a South Africa in which young people in schools are inspired and supported to become responsible citizens and future leaders in our democracy, valuing diversity, human rights and peace.This short feature is part of an interactive multimedia programme, Up2Us, which is being created for South African schools. Up2Us will give young people the opportunity to explore their identity, issues of prejudice and what it means to be an active democratic citizen so that they are more likely to feel inspired and motivated to take action in society. |
A Vision of Students Todaya short video summarizing some of the most important characteristics of students today – how they learn, what they need to learn, their goals, hopes, dreams, what their lives will be like, and what kinds of changes they will experience in their lifetime. |
Changing Education ParadigmsThis animate was adapted from a talk given at the RSA by Sir Ken Robinson, world-renowned education and creativity expert and recipient of the RSA’s Benjamin Franklin award. |
CNA Qatar Strategic Planning ProcessA brief overview of Phase 1 of the CNAQ Strategic Planning process using Appreciative Inquiry. |
CNAQ Strategic Planning – Phase 1Second video produced by CNA Qatar – using Appreciative Inquiry to help develop their institution’s 5 year strategic plan. |
Coping with Change at WorkChange is a necessary part of business and that can cause stress among employees. Caty Everett, vice president at Alliance Leadership, explains how being transparent and engaging team members in the process can reduce anxiety. |
Did you know??Globalization & The Information Age. |
Embrace Life: A New Online Ad with a TwistA new campaign called Embrace Life is tackling an old-age issue in a very different way. |
How to Start a New Job: Dodging LandminesThose first few days on a new job can be stressful. Roberta “Bobbie” LaPorte, a career and leadership coach, discusses how to make a great first impression and hit the ground running |
Learning Styles Don’t ExistProfessor Daniel Willingham describes research showing that learning styles are a myth |
Managing During Difficult TimesCaty Everett, vice president of Alliance Leadership, explains how to maintain your credibility and executive presence during turbulent times. |
Smile & MoveIt’s all about attitude & action. Mattering to the world all with a smile. |
The Opportunity of AdversityThe thesaurus might equate “disabled” with synonyms like “useless” and “mutilated,” but ground-breaking runner Aimee Mullins is out to redefine the word. Defying these associations, she hows how adversity — in her case, being born without shinbones — actually opens the door for human potential. |
Tomorrow’s Cities“Tomorrow’s Cities”, a succinct and inspiring film (15 minutes long), presents a compelling and easy to understand account of the major developmental challenges facing our cities in South Africa and more broadly cities of the global south. Framed within these challenges, the film unfolds a vision, through the voice of a school child and exciting use of animation, and proposes practical solutions towards achieving breathable, sustainable, equitable and low carbon urban futures.The film is intended as a learning tool to raise discussion and awareness and ultimately inspire action toward the development of sustainable and equitable, low carbon cities. |