Leading the way when the way is changing.

Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All are based on an ongoing, confidential, one-on-one relationship between coach and executive. Yet each coaching situation is different, and these distinctions are important to recognize--if only to foster informed choice by everyone involved. This report explores key distinguishing factors among coaching situations, and defines four distinctly different coaching roles. Case examples explore how these roles apply to common coaching issues facing executives and their organizations today.

A psychologist and leadership expert explains how to harness the right level of anxiety Most of us see anxiety as a bad thing, so at the first sign of it we try to fight back or run away. But according to Robert Rosen, this outdated view ignores one of the most powerful forces in business: Anxiety helps us concentrate, learn, relate to people, think more creatively, and deliver better results. Of course, too much anxiety causes fear, chaos, and loss of morale. But too little leads to stagnation and a false sense of security. It’s like a rubber band: If you pull it too hard, it breaks. If you don’t pull it hard enough, you fail to maximize its potential. Finding the happy medium between panic and passivity is the secret to success. Drawing on twenty years of research with CEOs, Rosen explains how great leaders succeed by living and leading with just enough anxiety. He shows how the ability to manage anxiety brings out their own best performance, enables them to build great teams, and inspires and challenges their organizations. Only when we allow ourselves to feel our insecurity, discomfort, confusion, and pain can we reach our potential, both as individuals and teams. Just Enough Anxiety offers practical guidance to all kinds of organizations, blending cutting-edge psychology with real-world stories of success.

'The lessons and practices here will shift a sense of chaos to one of clarity and a mindset of fear to one of hope' Margaret Heffernan, bestselling author of Wilful Blindness ___________________________________________________________________________________ How often do you interrupt? How often do people interrupt you? Can you remember the last time someone listened to you all the way through your thinking? In a time when communication is more challenging than ever and relationships need to be nurtured, listening to one another could not be more important. In her new book, Nancy Kline, bestselling author of Time To Think, suggests that for us to radically improve our communication we should make the propmise 'I won't interrupt you'. This promise matters because when we interrupt each other, we interrupt our thinking, and that interrupts the quality of everything we do. By making this promise to our colleagues and loved ones we can deepen our relationships, increase our productivity, and enjoy deeper, richer conversations. It may, in fact, be the most important promise we ever make. Nancy has spent the last three decades researching independent thought and the barriers that prevent us from thinking for ourselves. In this book she tells us the truth about the damage that interruption can cause, she shares case studies and stories from her work with clients, as well as simple ways we can improve our communication, and change our lives. ___________________________________________________________________________________ 'This generous, useful and important book is a delight to read and will fundamentally change the way you interact with people' - Mikael Krogerus and Roman Tschäppeler, authors of The Communication Book 'This timely and persuasive book shows us that the foundation for independent thinking is the promise to actually listen, without interruption, to what others have to say' Cal Newport, bestselling author of Digital Minimalism

Leadership tends to remain an undefined quality to most managers. We see people with leadership abilities and often refer to them as having leadership skills. Yet, in most personnel meetings, leadership is mostly discussed as a singular skill that one either possesses or not. In the process of selecting personnel for advancement in management, the most common approach is to cherry-pick those who look and act most like us, or someone who matches our paradigm of a leader. This book attempts to break down leadership into teachable skill sets that can be practiced and honed to improve your leadership abilities. It is designed in individual elements to allow you to focus on one area at a time for more effective learning.

The most critical tool needed to increase your potential, performance and promotability In a world moving at breakneck speed, with constant and complex changes, people need to adapt to the changing conditions to succeed. More specifically, they need The Skill. This book offers readers the chance to learn and apply a proven methodology for managing challenges such as personal change, new jobs, stretch assignments and global postings. Based on Les Woller’s highly successful four-step process that has been applied effectively by thousands in businesses, governments, and in personal lives, “The Skill” is a method that fosters increased learning and adaptability. The lessons learned and detailed in this book evolved from Les’ 25 years of experience where he recognized that many struggled with times of change. A significant number operated on “autopilot,” where they behaved in unthinking, habitual ways to problems and opportunities. They quickly fell into comfortable, but ineffective routines. Over the years Les developed a simple methodology to help them switch off autopilot and begin to effectively adapt to situations. This book explains the four steps in the ARTT of “The Skill”, which people need to take - becoming more self-Aware, Reflecting on why they do what they do, Targeting situations and Trying new behaviors in these situations. This book is essential for individuals, teams and organizations who want to enhance their performance, accelerate their promotability and increase their potential. It is an easy to use process for anybody. As the marketplace becomes more competitive and complex, the winners will be those with “the Skill” who can learn and adapt.

Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting.