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2018 January Coaching Report

Thriving in Dizzying Change “Today is the slowest rate of change we will ever experience.” Jonathan McDonald “Change is changing.” Torben Rick...

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Clarifying the Complexity of Evidence-based Approaches to Coaching: Frameworks and Models that will Delight!

PowerPoint slides to compliment Dr. Anthony Grant's keynote presentation at the 2017 Harvard Medical School Coaching in Leadership and Healthcare Conference.

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Primary Care Coaching Program

PowerPoint slides to compliment Dr. Benjamin Crocker and Wellness Coach Sarah Sherwood's presentation at the 2017 Harvard Medical School Coaching in Leadership and Healthcare Conference.

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Quiet: How to Harness the Strengths of Introverts to Transform How We Work, Lead and Innovate

PowerPoint slides to compliment Susan Cain's keynote presentation at the 2017 Harvard Medical School Coaching in Leadership and Healthcare Conference.

Thank You for Being Late

In his most ambitious work to date, Thomas Friedman shows that we have entered an age of dizzying acceleration. He quotes Ray Kurzweil at Google: “The 21st century will be equivalent to 20,000 years of progress in the past.” ...

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CoachX: David Drake on My Turn to Serve Tea: Mindfulness In Motion

David Drake describes how attachment theory, narrative coaching and mindfulness can be applied in coaching, using as a context his own client-coaching story.

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CoachX: Tracy Duberman on Coaching to Collaborate in Healthcare

Tracy Duberman, and IOC Fellow and the CEO and Founder of The Leadership Group, discusses how to use coaching as a lightning rod to enhance cross sector collaboration in healthcare.

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2017 December Coaching Report

On December 7th, Marshall Goldsmith shared his unique coaching model, Stakeholder Centered Coaching (SCC), in our public webinar, available here for those of you unable to attend....

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Triggers: Creating Behavior That Lasts--Becoming the Person You Want to Be

A trigger is something that causes us to act. It can be a positive trigger, e.g., praise. Or, it can be negative and counterproductive, as in peer pressure or things that drain us. Marshall says, they are practically infinite and asks, "Why do they "make" us do things? Why are they invisible? And, how can they work for us?"...

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Seeing eye to eye: A meta-analysis of self-other agreement of leadership (The Leadership Quarterly)

The agreement between a leader's self-rating of leadership and ratings from the leader's subordinates, peers, and superiors (i.e., self-other agreement) is critical to understanding leadership, but questions remain regarding the extent to which leaders are aware of their behaviors....

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