Our last child left for college recently. A bedroom that was once kid space will soon be transformed into office, guest, and closet space.  In the meantime, I can’t find anything, everything is a mess, and I am constantly sifting through what to throw out and what to bring in, questions I can’t readily answer because, well, I have never been here before.

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.

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".

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.

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.