Showing posts with label executive coaching. Show all posts
Showing posts with label executive coaching. Show all posts

On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence Review

On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence
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On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence ReviewI've spent over a dozen years coaching hundreds of leaders so it was with some degree of apathy that I approached this book. Not only was I pleasantly surprised with the fluid and cohesive style - characteristics not so common to edited books - but the content was outstanding. This book serves as an excellent primer for those who are new to the field and offers relevant insights to the experienced professional.

Building on a wealth of experience, the authors begin Part 1 with four articles that focus on the theory and practices that are important to creating a great coaching relationship. They remind us that the real work begins with the coach her/himself. Part 2 explores the purposeful presence that is critical to productive coaching. In these eight articles, the authors explore the power of "story" and "breakdown," the role of emotions and the importance of somatics in the coaching process. The final section offers many specific models that these experienced coaches and teachers have used and prefected over the years.
As an experienced coach with a lot of training, I found few "totally new" ideas. One exception for me was "Coaching and Leading as Stewards for Sustainability" by Lloyd Raines, an article that challenged coaches to make a difference in our global future. Perhaps in their next book, the coaches of the Georgetown coaching program can lead by offering a path into unexplored territory. But as comprehensive approach to the theory and practice of leadership coaching, this book totally hits the mark. The packaging is awfully academic, but the content makes this book a must-read for coaching professionals.On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence Overview

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The Right CEO: Straight Talk About Making Tough CEO Selection Decisions Review

The Right CEO: Straight Talk About Making Tough CEO Selection Decisions
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The Right CEO: Straight Talk About Making Tough CEO Selection Decisions ReviewFred Wackerlee has been on the forefront of senior executive recruiting for many years. I have been waiting for this book and frankly I have not been disappointed. It is the best. Bravo Fred! He captures the intersancum of what happens in CEO selection & succession. He should know - he has been there and has the street smarts to see what is really happening. Fred knows the myths of the CEO succession process and why today it needs changing - especially with the malfeasance of the 90s. This book is a must-read for executives & academics who care about the future of free enterprise, corporate leadership, talent and stockholders.The Right CEO: Straight Talk About Making Tough CEO Selection Decisions Overview

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The Philosophy and Practice of Coaching: Insights and Issues for a New Era Review

The Philosophy and Practice of Coaching: Insights and Issues for a New Era
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The Philosophy and Practice of Coaching: Insights and Issues for a New Era ReviewAs an executive coach who works with organizations in leadership development, I was eager to read this book. I reviewed Diane Brennan's chapter on Leadership Coaching: The Impact on the Organization, and took away several new insights. Brennan's intention was to explore the value of coaching for both the leader and the organization. She accomplishes this by introducing academic rigor to the coaching process, using case study material which is analyzed and linked back to leadership theory.
Brennan's writing style is easy to follow and informative. Using a scholar-practitioner model, Brennan offers her readers a synthesis of critical and creative insights. She challenges the reader to approach the coaching experience with a mind-set for continuous learning and critical reflective practice. Brennan demonstrates how to ask the "tough questions" as they relate to both the client and the coach. Furthermore, Brennan points out the duality of learning that can occur in the coaching partnership when inward reflection is at the core of the experience.
In my opinion, Brennan achieved her purpose by presenting a systematic approach that allows the reader to easily follow her thinking process. I highly recommend this book for anyone who wants to learn more about coaching and leadership.The Philosophy and Practice of Coaching: Insights and Issues for a New Era Overview

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Succession: Are You Ready? (Memo to the Ceo) Review

Succession: Are You Ready (Memo to the Ceo)
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Succession: Are You Ready (Memo to the Ceo) ReviewDr. Marshall Goldsmith is very clear that this book is less about the dry, logical, technical, or strategic issues of CEO succession and more about how to navigate the behavioral and emotional realities involved in successfully changing the guard at the top job. His central question for the CEO or top leader in any organization is: Are YOU ready?
To help you answer that question, he focuses like a laser on what may easily be the most challenging aspect of the process: the HUMAN side of leadership succession. While readily admitting that there are several books that can deal with the other technical issues, he forges ahead with powerful metaphors and stories that reveal the extreme importance of correctly handling the BEHAVIORAL challenges in leadership succession. How do you get yourself emotionally ready for moving on? How do you identify the right leaders to pass the baton to? How do you coach those leaders, and provide them with the best and most empowering tools for changing behavior? Ultimately, how do you "pass the baton?"
All these questions and more are handled in a way that reveals the unique insight Dr. Goldsmith possesses regarding the leadership challenges at the very top ... this time, not from the point of view of trying to BECOME the leader, but from the point of view of trying to replace yourself if YOU are the current, successful leader.
I love the analogy of Spock (the logical vulcan), which he uses to represent what this book is NOT about. (Dry, logical, statistical analysis). Perhaps even more, I love the analogy of PASSING THE BATON, which paints a truly powerful picture of what Succession is all about. Just as the lead runner has to carefully slow down without stopping, the second runner must also speed up and stretch out a hand to successfully receive the baton. It is this subtle dance - this carefully orchestrated coaching process - that Dr. Goldsmith uses as a central metaphor to kick off his book.
Like other previous books from Dr. Goldsmith, this is clearly a masterpiece. But beware, for this book will ask you to look deep within yourself with strong introspection if you are the CEO or Leader at the top. For succession is as much about YOUR behavior and emotions, as it is about those whom you hope to groom for the future!Succession: Are You Ready (Memo to the Ceo) Overview

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It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success Review

It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success
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It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success ReviewIt's not a glass ceiling; it's a sticky floor is a fantastic book for
anyone interested in career development, especially where they aspire
to a senior executive position. The book is written (as the title
implies) primarily for women but most (if not all) the messages apply
equally as well to men. The central premise is that career development
starts by really knowing what you want and what your strengths ,
weaknesses, values, desires and motivations are. Once you know what
success looks like for you and what sort of person you are you can
then start to act to develop your career. In this book the emphasis is
very much on understanding what it takes to move into a leadership
role. The author highlights seven topics which need to be mastered in
order to win a leadership position and in her view it is these areas
that hold you back when you don't address them correctly - the 'sticky
floors' of the title. The areas are: managing you time to achieve some
kind of work/life balance; having a career plan and willingly moving
jobs to implement it; looking at the big picture; having a diverse
network of contacts; understanding company politics; communicating
clearly and with impact; negotiating for what you want. There are
numerous exercises as you go through the book so there is lots of
practical help on 'how to' address the seven topics and there are also
plenty of real life examples contained within the pages including
many from the authors personal experiences of life in corporate
America and building her own business.
It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success Overview

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The Adversity Paradox: An Unconventional Guide to Achieving Uncommon Business Success Review

The Adversity Paradox: An Unconventional Guide to Achieving Uncommon Business Success
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The Adversity Paradox: An Unconventional Guide to Achieving Uncommon Business Success ReviewAuthors J. Barry Griswell and Bob Jennings set out in "The Adversity Paradox" to uncover the source of business savvy, an underlying and critical attribute of extraordinary success. They found that success and fortune were not an accident of luck. Rather, it was about adversity - embracing it then overcoming it - that played a crucial role in establishing a success trajectory that was extraordinary. Adversity can be your teacher and your friend. When approached with this attitude, you will emerge stronger, smarter, and savvier.
"Paradox" is filled with stories of business leaders -including the personal stories of Griswell and Jennings - who have overcome all manner of adversity and applied their experiences to create the business savvy to attain unmatched levels of success. They turned failure on its head and built successful careers and personal lives upon the very experiences most people work to avoid.
Griswell and Jennings include sections on how adversity transformed leading people 1) to be more introspective, 2) to become values-based, 3) to work with "and then some" attitude, 4) to identify their purpose and seek it with passion, and 5) and to develop an unquenchable thirst for knowledge. These are foundational attributes which lead to extraordinary success.
Adversity, large and small, is always lurking and it happens. Last year, 2008, millions came face-to-face with adversity due to the catastrophic global, economic meltdown. Those caught up in this mess will find "The Adversity Paradox" a hopeful book...but only if they can make adversity a friend. Severe setbacks have a way of "making us take stock of our careers and our lives - our progress towards dreams and goals, our strengths and weaknesses, our motivation, and our daily work habits which can often reveal inner resources and abilities we wouldn't have otherwise known we possessed."
We have a choice when faced with adversity and with the right choice, we will find ourselves in one of the most powerful and transformative situations life has to offer. This is a very good book for the times.
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The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed Review

The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed
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The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed ReviewFirst, the author is a New York Times Sunday business columnist, and he knows what he is talking about. He compared different businesses and their CEOs. He wanted to find out why some people succeeded better than the others - was it the way they led or was there something else that made them differ from the others?
This book evaluates the persons based on their characters and personal attributes.
The author has interviewed and observed 75 CEOs and corporate executives, including companies like Aflac, Xerox, Continental Airlines, Cisco, Intercontinental Hotels, Timberland, and Yahoo.
You will learn a lot of how these examplary CEOs operate and evaluate their employees, and how their daily decisions affect the business and other employees.
But, it's not just the business decisions that are evaluated in the office but also the facial expressions and how you dress up...
A quote of the book:
"CEOs have learned firsthand what it takes to succeed and rise to the top of an organization. From the corner office, they can watch others attempt a similar climb, and notice the qualities that set people apart. As they evaluate talent, they learn to divine why one person is more likely to succeed than another. When they bring in talent from the outside, they watch as some new hires blend in better than others. Who succeeds? Who fails? Why? It's a feedback loop that expands with every additional person they manage, creating a kind of laboratory for studying the qualities that enable people to succeed."
The book is divided in 3 parts:
part 1: Succeeding
part 2: Managing
part 3: Leading
I ordered the kindle edition, and for some reason, my kindle version did not allow me to do any serches in this book. I was a bit disappointed that I had not put any bookmarks while I read it because afterwards it was hard to find some topics.
I found it interesting to read how the CEOs built teams and how they value different chracteristics.
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Lessons in IT Transformation: Technology Expert to Business Leader Review

Lessons in IT Transformation: Technology Expert to Business Leader
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Lessons in IT Transformation: Technology Expert to Business Leader ReviewIf you are looking for a book that will help you recognize very common obstacles faced by any organization, and get practical, easy-to-implement advice for how to overcome those challenges and be a leader in that organization, this will be an excellent choice. The focus is on IT, and how to make the technology organization a true partner with the business, but the advice is relevant to anyone who wants to be viewed as a leader. Larry's writing style is conversational, with many stories and analogies to help drive his points home. Highly recommend!Lessons in IT Transformation: Technology Expert to Business Leader Overview

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Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within Review

Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within
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Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within ReviewRothwell provides not only an excellent review of the current literature but countless worksheets for practice. If you are interested in succession planning issues this book is a must. I would also recommend "The Leadership Pipeline" by Charan, Drotter, & Noel. And buy a copy of "Strategic Organizational Learning" by Beitler. Beitler has several free articles on his website "[...]" that are also helpful.
Laura Taylor
Baltimore, MDEffective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within Overview

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Blind Spots: Achieve Success by Seeing What You Can't See Review

Blind Spots: Achieve Success by Seeing What You Can't See
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Blind Spots: Achieve Success by Seeing What You Can't See Review
As Claudia Shelton explains in the Preface, the material in her book is organized around "three simple focuses": guidance to the development of the perspective and mindset necessary to "see things about yourself that you previously couldn't see" (i.e. blind spots), strategies to help convert these blind spots into strengths on which to build success, and provision of a set of tools "to help identify personal information about one's specific blind spots." I appreciate Shelton's skillful use of several reader-friendly devices such as the statement of a key concept for each of the chapters which comprise one of the six Sections. For example, for Section Four, these are "The Strategies for Clear Sight":
Chapter 11: Identify what you do best in a "Statement of Strengths"
Chapter 12: Check counter-productive habits using an "Old Habits Blind Spots Grid"
Chapter 13: Convert stress into a positive source of energy
Chapter 14: "Tune your radar" to recognize non-verbal "clues" sent to others
Chapter 15: "Connect" more effectively with others to strengthen relationships
As these strategies correctly indicate, Shelton offers no head-snapping revelations (nor does she claims to offer any); in these and other chapters, she identifies the "what" and then devotes most of her attention to the "why" and "how." For that reason, she thoughtfully extensive material that can guide and inform a series of self-audits to help each reader determine the nature and extent of the gap between her or his current level or recognition and what is desired. In Chapter 15, for example, Shelton identifies and briefly discusses five of the most common causes of disconnection that include disengagement. That is, "not speaking clearly, not listening to what others have to say, [and] not providing useful feedback," any/all of which can prevent a convincing presentation of ideas. To paraphrase The Golden Rule, "Others will do unto you the way you tend to do unto them."
Many readers will be especially grateful for the Appendix that Shelton provides. In it, she offers brief descriptions of all recommended "tools"(with a handy page reference for each), a brief review of the five most common blind spots, and summary descriptions of nine models that comprise the "Blind Spots Profile." The ultimate objective is to develop the strengths while reducing (if not eliminating) the weaknesses of each, such as what Shelton rather clumsily characterizes as the "Optimistic Image-Oriented Producer" who tends to rend feelings first, is extroverted, is a high-energy multi-tasker who produces many projects valued by others but who can sometimes be disorganized and indecisive and, when under pressure, become distant (i.e. "disengaged") and thereby alienate others.
Make no mistake about it: What Shelton recommends in her book requires a full commitment of time, energy, and attention over an extended period of time, although those who carefully absorb and digest the material and then begin to identify their blind spots will immediately increase their understanding of themselves and probably of others, also. It is important to keep in mind that some blind spots are easier to recognize than others. Also, that certain revelations about one's self (i.e. one's inadequacies and their consequences, to date) will probably not be pleasant but are nonetheless especially important. Be grateful for having eliminated, finally, what have probably been the worst blind spots.
Those who share my high regard for this book are urged to check out Lynda Gratton Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy - And Others Don't, Michael Useem `s The Go Point: When It's Time to Decide--Knowing What to Do and When to Do It by, Howard Gardner `s Five Minds for the Future, and Tom Rath's StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths.Blind Spots: Achieve Success by Seeing What You Can't See Overview

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What Got You Here Won't Get You There: How Successful People Become Even More Successful Review

What Got You Here Won't Get You There: How Successful People Become Even More Successful
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What Got You Here Won't Get You There: How Successful People Become Even More Successful ReviewHad I had access to the ideas in Marshall Goldsmith's book years ago, I would probably be better off.
At my advanced age, I have spent too much time working for myself. Sure, I recognize the importance of teams and team work. But I refer descending from my aerie, joining the team, completing the project and returning to the solace of personal contemplation Years ago, I found this works best for me.
Goldsmith, an executive coach, argues in his book What Got You Here Won't Get You There, that success delusion, holds most of us back. We, (read I):
1.Overestimate our (my) contribution to a project.
2.Take credit, partial or complete, for successes that belong to others.
3.Have an elevated opinion of our (my) professional skills and our (my) standing among our (my) peers.
4.Ignore the failures and time-consuming dead-ends we (I) create.
5.Exaggerate our (my) projects' impact on net profits by discounting the real and hidden costs built into them.
All of these flaws are borne out of success, yet here is where the book becomes interesting. Unlike others, Goldsmith does limit himself to teaching us (me) what to do. He goes the next step. He teaches us (me) what to stop. He does not address flaws of skill, intelligence or personality. No, he addresses challenges in interpersonal behavior, those egregious everyday annoyances that make your (my) workplace more noxious that it needs to be. They are the:
1.Need to win at all costs.
2.Desire to add our (my) two cents to every discussion.
3.Need to rate others and impose our standards on them.
4.Needless sarcasm and cutting remarks that we (I) think make us sound witty and wise.
5.Overuse of "No," "But" or "However."
6.Need to show people we (I) are (am) smarter than they think we (I) are (am.)
7.Use of emotional volatility as a management tool.
8.Need to share our (my) negative thoughts, even if not asked.
9.Refusal to share information in order to exert an advantage.
10.Inability to praise and reward.
11.Annoying way in which we overestimate our (my) contribution to any success.
12.Need to reposition our (my) annoying behavior as a permanent fixture so people excuse us for it.
13.Need to deflect blame from ourselves (myself) and onto events and people from our (my) past.
14.Failure to see that we (I) am treating someone unfairly.
15.Inability to take responsibility for our (my) actions.
16.Act of not listening.
17.Failure to express gratitude.
18.Need to attack the innocent, even though they are usually only trying to help us (me).
19.Need to blame anyone but ourselves (me).
20.Excessive need to be "me."
21.Goal obsession at the expense of a larger mission.
It is too late for me. I am too dysfunction. If there is still hope for you, this book is a witty, well-written start to addressing your unconscious, annoying habits that limit your ability to achieve a higher level of success.
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Your Executive Coaching Solution: Getting Maximum Benefit from the Coaching Experience Review

Your Executive Coaching Solution: Getting Maximum Benefit from the Coaching Experience
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Your Executive Coaching Solution: Getting Maximum Benefit from the Coaching Experience ReviewIn this easy to read primer - intended for executives considering the application of one-on-one coaching for themselves or someone within their organization - by highly experienced executive coach Joan Kofodimos, the reader gets a complete description of how individual executive coaching works. Starting with a discussion of coaching's potential value; Kofodimos identifies when to use coaching and how to choose a coach; as well as walks the reader through the coaching processes from initial performance contracting to the completion and closure process.
In the opening sections we learn:
* All coaching is not the same - development needs determine the shape of the coaching assignment. The author considers the following three as typical: 1) to address performance issues; 2) to support position transition needs; and 3) to enhance strategic effectiveness.
* Coaching may not be the solution - whether coaching can help depends upon the readiness of both the individual and the organization.
* The coach should fit the need - the coach's competencies and defined role should be identified when choosing a coach.
From the coaching process discussion we learn:
* The distinction between the contracts with the sponsor and the person to be coached
* How the insight phase gathers data, presents feedback, and creates the development plan
* How the development cycle works and repeats itself as new behavioral skills are put into practice
* How closure of the coaching process is really a transition to self-development
In summary, the book is a complete guide to understanding the individual executive coaching process, with a particular focus on individual development. I liked the examples and output samples provided and appreciated the strong emphasis on doing sound background development work (building sponsor as well as coachee commitment, insight development, etc.) before beginning the actual coaching (development cycle) process. I also liked the fact that the author did not feel the need to use her book as a platform to promote herself or her firm, Teleos Consulting - her competency is evident in her understanding of how to do executive coaching. My only regret with the book is that the author might have included a chapter on how the process works when combining organizational coaching (the team element) with one-on-one executive coaching.
Dennis DeWilde, author of
"The Performance Connection"
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The Ideal Executive (The Leadership Trilogy, Volume 1) Review

The Ideal Executive (The Leadership Trilogy, Volume 1)
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The Ideal Executive (The Leadership Trilogy, Volume 1) ReviewLeadership, in the Adizes worldview, is a team sport. Even the brashest and most pushy leaders need support from key followers. It may not look like a team from the outside, but the complexities of organizational life are such that one person acting alone cannot optimally deal with all of the challenges that managers face. The reality is, some problems will come along that you are great at solving, some problems will come along that you are ok at solving, and some will come along that you'd be much better off letting somebody else (who is great at it) deal with.
This book gets deep down into the details of exactly how this works on management teams, and how to build teams with people who have different kinds of leadership/management genius. It teaches you how the careful fact-checker can get along with the intuitive opportunity hound, synergizing their talents without driving each other totally insane! Adizes presents a typology that help everyone on the team understand and respect each other, communicate with each other and work together, making good decisions while resisting a culture of conformity. Instead, a vibrant leadership culture of mutual respect of differences becomes the norm for people who learn and apply these ideas on the job.
This book is an update to Dr. Adizes' earlier book entitled How To Solve The Mismanagement Crisis: Diagnosis and Treatment of Management Problems - also highly recommended. Adizes ideas about leadership teams is part of the larger conceptual framework of the Adizes management methodology. Core ideas are further developed in Mastering Change, and in much more detail in Managing Corporate Lifecycles. (Full disclosure: I've been so stimulated by core Adizes ideas that I've written my own book about just one of his ideas - The Structure of Concern: A Challenge for Thinkers, on sale here but also available for free online in soft copy from Scribd and other online repositories.)
I use this book as a textbook on leadership styles for self-analysis and team-building in corporate leadership development programs which I run. Students include managers and non-managers alike. Many students say the book has helped them not only at work, but in their marriages and as parents as well! It really presents a kind of deep psychology for collaboration with respect for (and leverage of) differences. It's also really good for people who are trying to plan out their career paths. It helps validate what you do as important, helps you realize you don't have to be good at everything, and it helps you target the kinds of jobs you might be most happy doing in the future. So even below the executive level, this book has something to offer every professional and manager in today's workplace.The Ideal Executive (The Leadership Trilogy, Volume 1) Overview

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CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive Review

CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive
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CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive ReviewWhile this charmingly written book is obviously written for CEOs and Boards of Directors, I found it to be highly relevant to other phases of life from high school graduation to being promoted.
It is always difficult to plan for the future and planning for the future of leadership is especially difficult.
From the best practices of business icons we can all learn a great deal about how to built a more lasting business, club, or school in addition to finding a happy approach to leaving something that has significant meaning.
Enjoy the book and think broadly about its message, I did!CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive Overview

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Executive Coaching World: A Global Perspective Review

Executive Coaching World: A Global Perspective
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Executive Coaching World: A Global Perspective ReviewIf Diligence is the price of Proficiency (and it is!) then this book is a 'must-read' for every stakeholder - including those who are seeking an executive coach.
This book makes the reader think. And it provides the solid content for meaningful opinions and discourse.
I believe that Executive Coaching will long be in William Pennington's debt. He has produced a concise, timely and well-structured review of the Coaching literature and woven in the threads of the various coaching associations and rounded it out by reporting the results of his survey of thousands of executive coaches.
Buy. Read. Reflect. Grow.
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Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership) Review

Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership)
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Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership) Review
Extraordinary results. Who among us, as consultants or coaches, doesn't want our clients to achieve extraordinary results? I sure do. That's my first reason to have purchased this book. The second has to do with finding myself fielding quite reasonable and curious questions about coaching from those who are seeking extraordinary results. Coached to Lead is a book that offers practical tips to coaches, clients and potential clients. Take a look at these questions to see if they sound familiar to you.
" How can a coach help me obtain business results?
" What exactly can a coach do for me?
" If I did hire a coach, how would I go about finding the right one for me?
" What really goes on in a coaching relationship anyway?
" How much does it cost, how long will it last, and will the results last?
If you too want to see extraordinary results and have ever wondered how best to answer such questions, you'll appreciate the solid ground Dr. Susan Battley provides to her audience. Drawing from her rich experience with leaders over the past twenty years, across a vast array of businesses in as many sectors, she provides the first consumer's guide to executive coaching.
Battley framed Coached to Lead on two guiding beliefs: 1) Executive coaching has staying power as a value-added service and, 2) Not only is executive coaching not going away, she predicts that the demand for quality coaching will increase in the coming years due to the 'plug and play' needs of managers today.. She anticipates that the latter will become more obvious as those industries traditionally less engaged in leadership development face the need to adapt quickly in the arena of interpersonal skills in order to perform in an increasingly competitive and global marketplace.
This engaging eleven-chapter, evidence-based guide takes the reader through a series of questions within each chapter designed to educate and provide a structure from which to reap the benefits of executive coaching, all the while avoiding costly mistakes. The reader can select various sections as urgency dictates or read the entire text, complete with usable forms, to guide the process and stay on task.
In the first chapter, Battley sets about dispelling the Ten Myths About Executive Coaching. For example, in Myth #1, "The Myth of the Individual" or 'Successful people don't need coaches,' she reminds us that peak performers in sports, the arts, and business all use coaches to enhance their already sterling performance. She cites a 2001 study by the Manchester Consulting that those receiving coaching exhibited an ROI of 5.7 times the initial investment or more than $100,000. Her Myth Buster: Professionals have coaches; amateurs do not.
Having dispelled the ten myths and leveled the ground in Chapter 1, in Chapter 2 she guides the saavy reader through a process of determining if Executive Coaching is Right for You by asking ten questions focused on one's awareness and commitment level to learning and producing business results.
Chapter 3, How to Pick Your Perfect Coach, outlines six steps to selection that focus on self-awareness in terms of goals and outcomes from coaching. The result? A personal profile for finding a compatible, or 'perfect,' coach for the reader. She highlights the characteristics of a great coach which includes experienced-based knowledge, education, ethics, and character and competency in coaching. Once chosen, chapter 4 centers on the rules of engagement for coaching, including sample agreements, and highlights the distinctions of private-pay vs. employer-funded coaching initiatives.
In chapter 5, Battley highlights the bedrock of this text, her Five Step Coaching Model, a broad brush approach with its focus on goals, assessment, an actionable plan and review, yet easy to customize. She further explicates each step of the model in Chapters 6-9. It is a written Powerhouse Action Plan, distinct from a standard coaching plan. It confronts obstacles and barriers providing the supercharged energy of this model to shift behavior and enhance performance. With Powerhouse Action Plan in hand, the coach becomes a catalyst to the client for personal growth in what she calls the ''knowing-doing' cycle of reflection and action and back again. This process creates momentum as goals are completed and reviewed in detail for level of satisfaction, learning, business results and return on investment as one is 'Coached to Lead.'
Chapters 10-11 provide a troubleshooting guide to addressing 'sticky' coaching situations and dealing with the concerns of third party sponsors of coaching initiatives.
Who among us wants extraordinary results for our clients? If you answered, 'I do,' this is a must read for you and all executive or leadership coaches, and for potential clients who want to face their own learning and performance head on. This practical, forthright read not only levels the ground, but elevates the ground of executive coaching to peak performance.
Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership) Overview

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Extraordinary Leadership: Addressing the Gaps in Senior Executive Development (J-B CCL (Center for Creative Leadership)) Review

Extraordinary Leadership: Addressing the Gaps in Senior Executive Development (J-B CCL (Center for Creative Leadership))
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Extraordinary Leadership: Addressing the Gaps in Senior Executive Development (J-B CCL (Center for Creative Leadership)) Review
What we have in this single volume is a collection of essays that address the gaps in senior executive development from 23 contributors, including the co-editors who are Kerry A. Bunker, Douglas T. Hall, and Kathy E. Kram. As explained in the Preface, "The authors and editors came together for two days early in the [collaborative] process to identify the nature and pattern of the gaps in senior executive development, structure the format for the book, and identify and shape the content for individual chapters. We all returned to [the Center for Creative Leadership] after completing first drafts to identify and strengthen the collective themes in our work, fine tune the structure, and give and receive input on individual chapters. The integrative involvement and commitment of the chapter authors played an important role in teasing out the subtle and often invisible dynamics that either cement or undermine the development of extraordinary leadership."
Here is how the material is organized: authors of the three essays in Part One examine the gaps at the intrapersonal that "tend to block the pathway to growth and success at subsequent stages of leadership development"; authors of the three essays in Part Two "highlight several subtle yet powerful dynamics within individual leaders that, if not clearly understood, can undermine relations with colleagues at work and ultimately impede critical work outcomes...Sharing the basic premise that leadership is a relational process,...the authors offer specific strategies for transforming these invisible dynamics into positive influences"; the authors of the essays in Part Three "look at applying what we already know about developing leaders to promote understanding and management of power relationships in organization, and toward informed actions that promote inclusion in a diverse global environment"; authors of the essays in Part Four focus on the external environment "for a perspective that may be missing most often in writings on leadership [i.e. the gap at the institutional level]. Perhaps this view is missing because we often tend to think of leadership as focusing on the relationship between the leader and those who report to him or her. But the process of managing up or out is generally even more important than managing down."
Here are a few of the essay titles that suggest the scope of coverage:
"Unlocking Leadership Potential: Overcoming Immunities to Change," Deborah Helsing and Lisa Lahey
"Helping Leaders to Become Emotionally Intelligent," Cary Cherniss
"The Not-So-Secret Sauce of the Leadership Development Recipe," Morgan W. McCall Jr. and George P. Hollenbeck
"Developing Leaders with Cultural Intelligence: Exploring the Cultural Dimensions of Leadership," Laura Cornutt, Mireia las Heras, and Jina Mao
"Looking Forward: Creating Conditions for Extraordinary Leadership," Kathy E. Kram, Douglas (Tim) Hall, Kerry A. Bunker
As I began to work my way through the 14 essays, the thought occurred to me that extraordinary leadership would be needed to reduce (if not eliminate) the current "gaps" to which the 23 contributors refer. Moreover, that each "gap" poses challenges at the interpersonal level, between and among leaders, in the system, and at the institutional level. It remains for each reader to determine which specific subjects and which specific essays are most directly responsive to her or his own needs and interests.
I also highly recommend these two sources:
The AMA Handbook of Leadership
Marshall Goldsmith, John Balboni, and Sarah McArthur, Co-Editors
AMACOM (2010)
Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium
Nitin Nohria and Rakesh Khurana, Co-Editors
Harvard Business Press (2010)Extraordinary Leadership: Addressing the Gaps in Senior Executive Development (J-B CCL (Center for Creative Leadership)) Overview

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Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders Review

Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders
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Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders ReviewExecutive Coaching for Results: The Definitive Guide to Developing Organizational Leaders
This book must already be considered a foundation text for executive coaching's role and practice. The field is defined and framed in the context of the business world and related professional services. Despite its scholarly underpinnings, the book is eminently accessible to any reader and provides immediately useful and practical guidance to the coach, coachee, coaching organization and client company.

The roles of corporate culture, leadership support for coaching, and the more traditional human resource functions in the coaching initiative are explored. `How to' sections on organizing, managing, conducting and evaluating coaching projects provide state-of-the-art standards of practice. The book looks at strategies to develop the coaching profession and ends with a futuristic look at what may lie ahead for the profession.
Every serious practitioner will make a thorough study of this publication.Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders Overview

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The Sherpa Guide: Process-Driven Executive Coaching Review

The Sherpa Guide: Process-Driven Executive Coaching
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The Sherpa Guide: Process-Driven Executive Coaching ReviewPick up any trendy publication and you're likely to see advertisements for life coaches and business coaches - individuals who promise to lead executives through positive, dramatic personal and professional changes. The trouble is that anyone can hang out a shingle and claim to be a career coach. No standards or certifications exist. Brenda Corbett and Judith Colemon, both experienced senior managers, suggest a structured, measurable process that coaches can use with their clients. Their system - which is named after the Sherpas, the Nepalese mountaineers who guide climbers up Mt. Everest - is built on a set of specific techniques for helping executives reach the next level in their trek up the career mountain. Business people who wonder if they want coaching will relate to the book's numerous nicely told, short case histories, plus its instructions and step-by-step solutions. The book also provides coaches with tools, worksheets and sample client-journal pages. If you want to gain a foothold in executive coaching, getAbstract highly recommends that you start climbing - and stash a copy of this book in your backpack.The Sherpa Guide: Process-Driven Executive Coaching Overview

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Executive Stamina: How to Optimize Time, Energy, and Productivity to Achieve Peak Performance Review

Executive Stamina: How to Optimize Time, Energy, and Productivity to Achieve Peak Performance
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Executive Stamina: How to Optimize Time, Energy, and Productivity to Achieve Peak Performance ReviewAs tempting as it is to think you can be effective at work without paying attention to your physical health, the reality is much different. Your ability to operative at full capacity is limited by your fitness and stamina (both physical and emotional). This subject is covered in the book Executive Stamina: How to Optimize Time, Energy, and Productivity to Achieve Peak Performance by Marty Selman, PhD. and Joshua Selman. This is something I wish more people understood for themselves, as well as management understanding about others who they are pushing beyond limits.
Contents:
Part 1 - Work/Life Alignment: What Is Most Important to You?; Is Your Schedule Aligned with Your Priorities?; The Minimums and Shifts/Drifts Systems; Finding Your Career Sweet Spot
Part 2 - Building Your Stamina: The Impact of Stress; Increasing Your Fitness; Your Lifelong Fitness Plan; Nutrition; Stress Management - Your Individual Plan; Yoga at the Office
Part 3 - Optimizing Job Performance and Results: Identifying High-Payoff Activities; Taking Control of Your Calendar
Part 4 - Career Management: Reaching Your Full Potential; Avoiding Career Management Mistakes
Part 5 - Personal Relationships: Maintaining Positive Relationships
Conclusion
Index
As you can see from the contents, the authors split up your professional life into five different areas. In order to run at optimal capacity, you really do need to have all these areas in alignment. Realistically, you'll see some areas crying out for attention more than others. For me, I was drawn to the first area about work/life alignment (as many say I must not sleep). Learning to align my schedule with what's most important is something I keep putting off. The "urgent" overruns the "important". I was also intrigued with the Shifts/Drifts system. That's a way to track certain behaviors that you've considered key. You can set the "minimum" activity necessary to move forward towards some goal. Then by tracking drifts, you can notice if you're straying from that commitment. All too often, we end up in a place we don't want to be and wonder how we got there. It wasn't an overnight occurrance in most cases. It was a slow drift from your path that didn't become obvious until it was too late. Checking those drifts can do wonders for keeping you focused, at a point in time where corrections are still easy and possible. The chapter on finding your career "sweet spot" was also timely. We're going through some reorgs at work, and I had to give some thought to a potential move into a new role and position. The reality is that I'm currently in a "sweet spot" right now, a time when my "good at", "like to do", "interested in", and "fits with values" all align in a single job. While a new position could mean more pay, it would also take me away from what I really enjoy doing (and away from what I'm really good at). After reading that chapter, I realized that moving "up" because it's expected is not the right choice.
Actually, *all* the chapters and sections are of value. You could read this book a number of times and pull away something new and different after each reading. What's important though is to understand that you can only push so hard and so long before everything starts to break down around you. Executive Stamina can help prevent that breakdown before it's too late and you've done irreparable hard to your body, emotions, and overall life.Executive Stamina: How to Optimize Time, Energy, and Productivity to Achieve Peak Performance Overview

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