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 Influence Is Not A Dirty Word: How To Start A Following Without Manipulation
Part Two In Our Coaching and Influence Series

Everyone wants to have influence, but no one wants to admit it because the term carries a fairly negative connotation—one that invokes manipulation. In truth, influence is how work gets done all over the world. Coercion is useful in the short term if you have access to it, but lasting change is about creating followership, not slavery.

Thoughts on the future of executive coaching: 7 paths forward

As things around us change faster, and change in new and different ways, coaches will need to evolve dramatically if they wish to thrive. Working harder and running faster will not work in the long run. We need a new paradigm, new perspectives, and a new playbook.

The Moments and Movements of Female Voice and Silence

The silenced female leader is a paradox as leadership implies a sense of voice and efficacy. Leaders need to communicate their purpose and vision to enlist followers. This can hardly be done through silence, yet my research suggests there are many women sitting in executive and senior-leader roles feeling silenced.

Power, Privilege and Oppression: An Effective Lens for Executive Coaching

Kimberlé Crenshaw developed the framework of intersectionality in 1989 to explore how race, class, gender and other socio-political identities are interwoven, rather than existing as separate, isolated influences on people and their agency in the world. Essentially, we are limited in our thinking and offering tools for change if we analyze and create solutions wrapped up in the advantages or disadvantages of one identity or another.

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Unconscious Cognitive Biases in the Coaching Practice

How do cognitive biases manifest in our coaching practice from the perspective of the coachee? How do we raise our self-awareness and approach these biases in our coaching conversations?

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Influence has Nothing to do with Luck - dice thumbnail
Part One in our Coaching and Influence Series

When it comes to trying to get people to do what we want, we pay particular attention to how specific people have responded before to our attempts at influencing them at work — how much “luck” we have enjoyed as a result of those successful efforts.

Do you ever have a boomer coaching client express frustration with an up-and-coming Millennial leader?  Or vice versa, do you ever find yourself coaching a Millennial or Gen-X leader who struggles with the command and control style of his or her boss?  

In the coaching and leadership world, where our organizations are global, we try to be culturally competent. But are we? Do we see past ourselves?

The Merriam-Webster’s Collegiate® Dictionary, Eleventh Edition defines resilience as, “an ability to recover from or adjust easily to misfortune or change.” Reivich and Shatte identify four uses for resilience. Many individuals must call on their reserves of resilience to overcome the negative experiences of their childhood.