Liberating Your Potential through Coaching (£3.98 - including VAT)

This brief guide is primarily aimed at leaders, managers and professionals in organisations who are participating in a leadership coaching programme – so they are being coached by an internal or external coach. This may be an individual programme or part of a broader leadership development initiative.

The purpose of the guide is to help those leaders and managers who are new or relatively new to coaching to orient themselves to the journey and get the best they can from the experience. For people who have more experience of being coached it can serve as a useful reminder and provide additional insight into coaching in the context of leadership development

The author uses this guide to support his own clients on leadership coaching programmes.

Contents include:
Purpose (included in the description of the document above)
What is leadership coaching?
What approach should I take?
How can I prepare and keep learning in the process?
Motivation for change
References and useful links

11 pages in total including title page, contents and references. 3580 words.

Liberating Potential in Remote and Virtual Teams (£3.98 - including VAT)

The purpose of this brief guide is to help busy leaders and managers in organisations focus on priority people development areas and actions needed to improve the performance and well being of remote and virtual teams.

It can serve as a useful introduction for mangers new to remote/virtual teams and a handy checklist and reminder for more experienced managers.

This guide draws on over 20 years of the author’s experience working with different teams as well as some relevant research. It uses Will Schutz’s “FIRO®” theory as an organising framework.

The subject of remote and virtual team working gained in ascendancy during the 1990’s, driven by economic globalisation and the rapid growth in the use of information technology in business. Not only could people deliver team results from separate locations, they could do it from different countries, over time as well as space. This presented business with a huge opportunity for the management and leadership of talent on a global scale.

It expanded the talent pool enormously and provided great flexibility in how people can be involved in different projects.

This remains the case today - as does the potential threat to the exciting business opportunities that globalisation and new technology provide.

It is the confusion over how these teams are different from traditional teams and how they need to be led and managed – confusion which is particularly prevalent amongst people who have developed their careers in a more traditional team environment.

This brief guide was written in 2001 and is still used today by the author to support clients on coaching and leadership development programmes.

Contents include:
Purpose (included in the description of the document above)
Introduction (short extract in description above)
The FIRO framework
Key requirements for remote/virtual teams
Key leadership and management requirements
Conclusion
References

11 pages in total including title page, contents and references. 4295 words.

Liberating Potential in a Downturn (£3.98 - including VAT)

This guide is primarily aimed at leaders and managers who are leading in a context of downsizing, redundancy and/or closures. The purpose of the guide is to help busy leaders and managers think through some of the relationship and emotional climate issues and how best to respond to them. Based largely on the experience of the author working with leaders and managers in these circumstances, the guide outlines key leadership challenges as well as the required leadership edge.

This guide is an updated and expanded version of an article published by the author in 2001 at the time of the last major recession. It now includes personal and team exercises. This material would be relevant to any change impacting on people in organisations.

There is a shadow side to leading organisation change - employees get displaced and lose their jobs. A significant role for many executives is leading a team that is either shutting down (as in an office closure) or has several members who are being made redundant. They often have to do this where they themselves are facing redundancy. The redundancy or closure period can be protracted, lasting several months.

Despite this, the downside of organisation change does not seem to feature in much of the writing and training available on leadership.

Contents include:
Purpose (included in the description of the document above)
Introduction (short extract in description above)
The leadership challenge
The required leadership edge
Conclusion
References
Appendix 1 - The transition curve
Appendix 2 - Key behaviours and actions

12 pages in total including title page, contents and references. 3419 words.