Organisation design without organisational development? Can’t be done
In fact, it is bonkers. And before I provoke a storm of interdisciplinary warfare between opposing camps of practitioners, let…
Relax – don’t do it! Tips for overworked executives
For any executive coaches of C-suite managers, the findings of the Odgers-Berndston Lonely at the Top survey of FTSE 350…
Coaching Fundamentals Part Nine: Boundaries
Boundaries. One of the first words you hear in coach training, usually accompanied with an overlapping Venn diagram consisting of…
Coaching Fundamentals Part Three: Feedback
If – to use the metaphor from Part Two of Coaching Fundamentals – “coaching is a relationship between two people, in the…
In service of the group: Why good facilitation matters
May be I’m a facilitation snob, but over the last few months I’ve seen quite a few facilitators who are…
Coaching Fundamentals Part Two: Questions
What makes a good question? Was this a good question? No. Why not? Because it was too wide, too open,…
Coaching Fundamentals Part One: Listening
Are you a good listener? Do you get constant feedback how you always offer a sympathetic ear and a compassionate…
Power: what can horses teach us?
I was standing in the arena recently working with horses and a group of leaders, all of whom were seeking…
Mixing my leadership metaphors
There is no shortage of competency frameworks and theory that seek to describe what effective leadership is all about. Indeed…
The importance of practice
A few nights ago I saw the film Whiplash, about a young jazz drummer and the somewhat controversial – and…
Hubris Syndrome and organisational leadership
On 18 November the Royal School of Medicine, the Daedalus Trust and the British Psychological Society will meet with a collection of professionals to…
Rediscovering HR as enablers in the organisation
The gap between HR and employees is “as great as ever” according to new research published last week in Singapore The authors…