One significant feature of coaching, as distinct from mentoring or consulting, is that coaches don’t provide advice. Rather than being subject-matter experts, our expertise is in the art of coaching. We ask the right questions to help clients find their own answers. A good coach, we insist, can coach anyone. It’s counterintuitive to narrow it ...read more.

Via Ariana Amorim

If you’re like most people, you probably have a few aspects of your life that you’d like to improve. When you think of all the changes you want to make, you might feel a bit overwhelmed. Maybe you want to … r

Via Bobby Dillard

How to beat the brain's negativity bias.

Via Bobby Dillard

Some fresh advice on identifying and searching for your own community, from business innovator Nilofer Merchant.

Via Ariana Amorim

Easy, straightforward techniques to jumpstart innovative thinking and surface new, brilliant ideas.

Via John Evans, Douglas Eby, Lynnette Van Dyke

CEO of The City Club of Cleveland gives his TEDx talk at Shaker Heights High School. Dan Moulthrop is CEO of The City Club of Cleveland, the nation’s oldes

Via Ariana Amorim

he best leaders and managers display a secret ingredient. These leaders and managers were intrinsically drawn to “doing the right thing”

Via The People Development Network, Roger Francis

Since the very beginning we have asked questions, and asking meaningful questions matters more than achieving right answers. You heard that right, and here's why.

Via Ariana Amorim, Trumans

We are living through a grand transition in the way people work. Constant and extraordinary innovation in machine learning and robotics has and will continue to reshape work. Some tasks will be replaced. Others will be augmented. No one — whether highly skilled or less skilled — will be untouched.

 

As people live longer and their working lives expand to many more years, they will move inextricably from the traditions of the three-stage life — full-time education leading to full-time work leading to full-time retirement — to something a great deal more fluid, flexible, and multi-staged. These technological and demographic forces will continue to influence family structure, as more women work and more partnerships are built on “career plus career” rather than the tradition of “career plus carer,” further changing the shape of the relationship between a family and the workplace.

Via juandoming, Edumorfosis, Mark E. Deschaine, PhD, Ricard Lloria

I recently wrote that when we look at the future of work, the loss of current jobs, and the effects of automation we should use a compass to guide us, not a list of what the jobs of the future may look like. These kinds of maps get dated too quickly. In preparing for this new world of work, policy makers and organizational leaders should look at how they can enhance self-determination for everyone: by fostering autonomy, competence, and relatedness. We are moving into an age of augmented work where much of the value we create is intangible, the knowledge we require to work is implicit, and most of this will be learned informally, outside the classroom.

Via Miloš Bajčetić, Jim Lerman, David W. Deeds, Mark E. Deschaine, PhD

The most effective leaders draw people to them. You know from your own career that while tough, stoic leaders may be revered or even feared, they don’t have that gravitas to build a truly great team of high performers. If you want to ensure that your reputation for openness precedes you, read on for tips to improve your approachability.

Via Kevin Watson, Roger Francis, Mark E. Deschaine, PhD, Bobby Dillard, Create Wise Leader

One of the hardest things in life is to know when to keep going and when to move on.

Via Daniel Watson