By: Malcolm Nicholson (United Kingdom) Optimism ˈɒptɪmɪz(ə)m/ noun. hopefulness and confidence about the future or the success of something. Optimistic leaders - don’t you just hate them? You know, the type of person who always sees the best in a near impossible or difficult situation and constantly views life through
By: Caroline Taylor (United Kingdom) Introduction Executive Coaching is primarily concerned with improving organisation capability through focused development of individuals. This almost always involves a change in behaviour. So, why, when readiness for change is such a central tenet of good Organisation Development practice, does this aspect get neglected
By: Barbara J. Cormack (France) What’s the reason for asking this question? It’s simple – the skills that every Coach develops as part of their training can be used by Mentors. So what makes a Mentor? In March, 2015 I presented a webinar for the IIC&M where I asked
By: Kasia Wezowski (Belgium) Did you ever ask your employees, “Does your work measure up to your passions? Does your work inspire you? Do you get support from your boss, which can positively motivate you? Is your motivation caused by financial rewards or other external factors, or rather do
By: Bianca Corau (Romania) For so many people, it seems like an insane idea to have a personal brand. The truth is, we all already have one. It might not be formal or something we think about all the time, but it is there. So, it’s time we start
Dr Mark McKergow (United Kingdom) Great engagement is the key to truly successful leadership, and the secret to moving forward is knowing when to step back. It is no longer about being the hero, the one that has to make everything happen. There is another way: be the host.
By: Ken Keis (Canada) Deliberate Leadership is about being self-aware enough that you can be-purposefully wise, diplomatic, and intentional with competence, embracing the values (and behaviours) of accountability, reliability, and responsibility. Admittedly, there are hundreds of other definitions of leadership; they all vary somewhat in orientation, but most imply that
By Kim Sawyer (USA) I am an executive and enterprise coach. I do what I do with executives, business people and their organisations as an external service provider coming in to help them raise their game. In the programs I deliver, I do this in part by coaching the
By Shirley Soodeen (Australia) What principles do managers in the luxury fashion industry use to engineer a high performance culture that continuously delivers results season after season? Coaching managers in the Luxury Fashion Industry helped me identify a few essential principles that are fundamental in creating this kind of
By Dr Gerhard van Rensburg (South Africa) The art of the good gardener lies in his ability to learn and appreciate natural growth processes. The shift in our understanding of organisations since the days when engineers analysed organisations as they analysed machines for their efficiency is to understand that
