This was my fourth Institute of Coaching Conference in Boston. And it was great to be back; such high caliber speakers. I find these events energizing. They remind me how important our work is as coaches. I left stimulated, and with plenty to think about.

There is much to be admired in Tony Robbins — he’s a motivational guru who has built a $450 million empire advising people on how to overcome life’s challenges. But when it comes to happiness, his latest guidance and the planned focus of his next book, is just not supported by the science.

We learned from the Oscar-winning Pixar movie, Inside Out , that multiplicity of mind is natural and normal. In my 2013 paper: Coaching the Multiplicity of Mind, a Strengths-Based Approach, I proposed a new model of the human psyche that is an adult version of Inside Out , positing that the human psyche has nine internal life forces, speaking as our inner “voices,” with distinct agendas including needs, values, and capacities.

On April 8, 2016, Dan Goleman delivered IOC's first public webinar -- titled "Coaching as a Force for Good" -- to more than 650 attendees. In his enthusiastically received talk -- with Carol Kauffman and Margaret Moore from the IOC -- Dan shared practical insights from his work with the Dalai Lama and his recent book "A Force for Good: The Dalai Lama's Vision for Our World". Dan specifically elaborated on three applications for coaches:

Did you know that 40 percent of leaders assigned to new positions or overseas posts fail after 18 months? The derailment costs companies at least 10 times these leaders’ expensive annual salaries. Such failure further demoralizes employees and jeopardizes relationships with business partners, customers and other stakeholders.

Leading in so-called VUCA times – volatile, uncertain, complex and ambiguous – is like trying to navigate through a sandstorm. Many executives have honed skills that were suitable for a very different environment, but everything is changing, and what worked for navigating, say, the ocean doesn’t work in the desert. What’s going to save you and your company is the ability to transcend ego, because your brain has to work differently in VUCA situations.

When it comes to new tricks, sometimes new dogs are just as hard to teach as old ones. At least, that was what went through my mind as I sat in on a recent senior team meeting at a fast-growing, two-year-old e-commerce company. I winced when Daniel, the 32-year-old CEO, said, “Come on, guys, I need you all to focus more on execution. If we’re going to scale successfully at the pace we’ve laid out, we’ve got to execute faster and delegate more. I want you pushing hard on your teams. Get them to step up and execute!

Thinking errors are a common occurrence but for many, they may be an unknown concept. Simply stated, thinking errors occur when we have some error in our thinking. Typically, thinking errors are used as a way to delude or convince ourselves of something that is the way we want it to be. We tell ourselves stories because they are stories we want to hear.

Thinking errors have also been termed cognitive distortions, faulty beliefs, or cognitive biases. The main thing you need to know is, we think, therefore we will have some error in our thinking.

The Institute of Coaching's Founder, Carol Kauffman, and IESE Coaching Unit Professor, Alberto Ribera, gathered top coaches, CEOs, and HR VPs such as Didac Lee and Executive HR VP of Caixa Bank, Xavier Coll. Over the course of a few days this past October, they discussed and shared ideas at the first Institute of Coaching Leadership Forum held in Europe.