Every now and then, we meet teams that are extraordinarily creative and productive. A recent article on Harvard Business Review’s Insider website presents an interesting perspective from psychologist Merete Wedell-Wedellsborg, at IMD business school in Switzerland. Two of the three differentiating factors she identifies are fairly predictable: It’s the third item that is most noteworthy (more…)
Friction within teams or between individuals often results from a mismatch of expectations. An expectation change is a simple way to create clarity, from which positive change can emerge. Each person writes down then shares, in respect of each colleague: It requires a certain level of psychological safety to work well. In an environment where...
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A useful summary of research into successful online conversations, especially in group situations comes from Charles Duhigg,in his recent book Supercommunicators. He identifies four golden rules: These rules apply both to the spoken word and to comments in chat. Chat comments, especially when brief, are more likely to be taken ill, as unfair criticism. Other (more…)
Whether it be a computer cable, a garden hose or a shoelace, we all have experienced how hard a is to untangle a tangle. Jiggle the wrong way, or too hard, or too soft and we make it worse. Scientists at the Georgia Institute of Technology have been experimenting with a robot to find the (more…)
I’ve written a lot in recent years about the coach-AI partnership and how it might work. I’m pleased to be part of a new research project, which aims to collate perspectives from experienced coaches, who already integrate AI into their professional practice. There is also increasing discussion in popular literature comparing the relationships people build (more…)
Systemic awareness is a basic requirement of an effective coach in a modern environment. Linear thinking often leads to temporary fixes that may be unsustainable and do more harm in the longer term. Some competency frameworks make things worse, by failing to give sufficient emphasis to the systems dimensions of coaching practice. One of the (more…)
Apart from a stack of new science fiction, which is my favoured diversion from reality, I’m working my way through three volumes that are opening my mind to new perspectives. The Digital and AI Coaches’ Handbook, to which I co-contributed a chapter captures a very wide spectrum of approaches to how new technology will continue (more…)
As business leaders enter their late 50s and 60s, it’s typical for them to think about what they do next. For a few, at very senior levels, there may be opportunities to become non-executive directors. Other may consider starting their own business, or, if they lack the inspiration or energy for that, to become consultants. (more…)
The scope of coaching – in terms of the scale and scope of what it addresses – continues to expand. At the turn of the century, almost all coaching was aimed at individuals and involved mostly linear processes of client > problem > coaching > solution. Since then, there has been greater recognition that client (more…)
One of the key aspects of a sense of work-life balance is feeling in control of your own time. Trouble is, for most of us, maintaining control over our time is increasingly difficult. I’m lucky to have a super-efficient PA, Amanda, who protects my diary. Yet even she can’t prevent the unexpected phone calls I (more…)