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Groupthink and the firing of Chuck Hagel

Groupthink and the firing of Chuck Hagel | Coaching Leaders | Scoop.it

From the Bay of Pigs to the decision to go to war in Iraq, politicians have often succumbed to Groupthink. This magnificently Orwellian term was coined by psychologist Irving Janis to refer to a group's inability to tolerate dissent, to a situation in which getting agreement around a solution becomes much more important than developing the best solution.

What does Groupthink look like? How would we recognize it in our own decision-making groups? Janis and earlier Norman Maier have identified a number of symptoms that we should be on guard against.

David Hain's insight:

Encourage constructive dissent, or risk a self-fulfilling cycle of correctness!

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The New Leadership Paradigm

The New Leadership Paradigm | Coaching Leaders | Scoop.it
We owe much of Berrett-Koehler’s success to “eating our own cooking”—putting the ideas espoused by these and other books we have published into practice in our own company.

In my chart The New Leadership Paradigm I lay out ten dimensions of the old command-and-control leadership paradigm and ten corresponding dimensions of  the new paradigm, which might be called “shared leadership,” “servant leadership,” or “collaborative leadership.”

These ten dimensions were drawn from concepts in BK books. But they also reflect experiences I have had over the years—both those described above and many other experiences interacting with numerous organizations.
David Hain's insight:

Berrett-Koehler is one of the very best publishers of personal and organisational growth books. Partly because they try to walk their talk. Here's why. Includes access to useful download that can help to start a great discussion about how things get done.

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With Alan Mulally - former CEO of Ford Motors and former CEO of Boeing - ANR Newsletter #13

With Alan Mulally - former CEO of Ford Motors and former CEO of Boeing - ANR Newsletter #13 | Coaching Leaders | Scoop.it
Alan Mulally is an American engineer, programme manager, business executive, and former President and Chief Executive Officer of the Ford Motor Company. He retired from Ford Motor Company on July 1, 2014. Ford had been struggling during the late-2000s recession, returned to profitability under Mulally, and was the only American major car manufacturer to avoid a bailout fund provided by the government.

 Alan’s achievements at Ford are chronicled in the book, An American Icon: Alan Mulally and the Fight to Save Ford Motor Company by Bryce G. Hoffman, published in 2012. On July 15, 2014, he was appointed to the Google Board of Directors.

Alan was the executive vice president of Boeing and the CEO of Boeing Commercial Airplanes (BCA). He began his career with Boeing as an engineer in 1969 and was largely credited with BCA’s resurgence against Airbus in the mid-2000s.
David Hain's insight:

Interesting story about Alan Ford, exCEO of Ford - emphasis on principles and practices.

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Time's up for the Big Four

Time's up for the Big Four | Coaching Leaders | Scoop.it
The Carillion meltdown follows recent audit controversies involving Tesco and the software company Quindell, among others, similarly relating to profit over-statement and “aggressive accounting”. It’s not just a UK phenomenon. The International Forum of Independent Audit Regulators found that no less than 40% of the audits it inspected last year around the world were sub-standard. All those with serious deficiencies were by KPMG, PwC, EY or Deloitte. These ‘Big Four’ auditors generated combined global revenues of $134 billion last year, directly employing 945,000 people.

They are now under fire in many countries – having been involved in tawdry episodes from the Petrobras scandal in Brazil to the Gupta affair in South Africa. Auditing is in crisis and must be reformed. And the UK, as the world’s financial services superpower, needs to take the lead.

Previous changes to accounting standards, following earlier scandals, mean big auditors are now just box-tickers, able to avoid nuanced judgement. Conflicts of interest remain endemic, between firms, their clients and regulators. Even in advanced country jurisdictions, regulatory oversight is weak and feebly enforced. That’s because the Big Four have been allowed to establish themselves as a hugely powerful, practically untouchable oligopoly – auditing an astonishing 97% of FTSE 350 UK-listed companies and 99% of S&P-500 in the US.

The auditing profession – with its too-big-to-fail and increasingly too-big-to-regulate structure – is at the heart of our crony capitalist crisis. Reforming audit sounds obscure, but is a vital part of re-building public confidence in Western liberal capitalism.
David Hain's insight:

An interesting future beckons for the 'Big 4' auditors - despite three formidable lobbying power, reform is surely near at hand. 

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A Lifetime of Systems Thinking

A Lifetime of Systems Thinking | Coaching Leaders | Scoop.it

When one reaches 80, one is considered to be ripe and ready for picking. Picking usually consists of the pickers asking the pickee to reflect back on the wisdom he has gained over his lifetime. This request is based on the false assumption that wisdom increases with age. The pickee is then expected to share with the pickers the bits of wisdom he or she may have accumulated. Unfortunately, my bag of wisbits is empty. Whatever I may have once possessed, I have dissipated in my writings.

Pickers may also falsely assume that the clarity with which one can foresee the future increases with age. The fact is that whatever we can see clearly about the future we will take steps to prevent from happening. As Kenneth Boulding once said, If we saw tomorrow’s newspaper today, tomorrow would never happen. Unfortunately, as you know, I have no interest in forecasting the future, only in creating it by acting appropriately in the present. I am a founding member of the Presentology Society.

I have no interest in forecasting the future, only in creating it by acting appropriately in the present. I am a founding member of the Presentology Society.
I also have no interest in reconstructing the past as I would like it to have been. I learned from it precisely because it wasn’t what I expected, which also explains why I don’t remember it. Furthermore, you cannot learn from my mistakes, only from your own. I want to encourage, not discourage, your making your own.

Now where do these self-indulgent reflections leave me? Not surprisingly, where I want to be: discussing the most important aspect of life, having fun. For me there has never been an amount of money that makes it worth doing something that is not fun. So I’m going to recall the principal sources of the fun that I have experienced.

David Hain's insight:

Russell Ackoff died in 2009, but he left behind a lifetime of brilliant insight into how systems work. Some of his wisdom - and sense of fun - is distilled here, and an extensive back-catalogue is available online. If you haven't seen his work and want to know more about how the world really works, check it out.

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State of the Heart 2018: The Latest Research on Emotional Intelligence •

State of the Heart 2018: The Latest Research on Emotional Intelligence • | Coaching Leaders | Scoop.it
The State of the Heart provides new data on emotional intelligence from over 200,000 people in 160 countries, revealing important trends for global EQ and wellbeing.
Tracking global trends in emotional intelligence for over a decade, the State of the Heart is the world’s most extensive research on emotional intelligence strengths, challenges & opportunities. The 2018 findings reveal powerful insights on the shifting capabilities to make a better future. 
David Hain's insight:

Find out what's happening  in terms of global trends in emotional intelligence here.

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Caring Leaders, Better Results

Caring Leaders, Better Results | Coaching Leaders | Scoop.it
A leader’s concern for others all too often gets sidelined in today’s high-pressure business world. Many leaders assume high pressure yields high productivity, when in fact the opposite is true. Emotionally intelligent leaders who cultivate a positive culture increase engagement and productivity while reducing turnover and health problems among employees.
David Hain's insight:

Daniel Goleman on why caring matters - or maybe why the right kind of caring matters...

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Looking in the Mirror Is the Key to Change – Marshall Goldsmith

Looking in the Mirror Is the Key to Change – Marshall Goldsmith | Coaching Leaders | Scoop.it
When my friend, Chris Cuomo, journalist and news anchor on CNN’s Cuomo Prime Time, and I met recently, Chris asked me about my coaching style. I love this question, because in asking it and reflecting on it, Chris comes to the answer himself with just some brief explanation from me. I didn’t have to explain much at all. That’s how coaching should work, I think. What do you think?
David Hain's insight:

Marshal Goldsmith on why the mirror test is so critical and how a skilled coach can help.

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Solving the UK productivity puzzle in the digital age | McKinsey

Solving the UK productivity puzzle in the digital age | McKinsey | Coaching Leaders | Scoop.it

Boosting productivity growth is important for all advanced economies as they navigate potential economic headwinds, such as an aging population and an ongoing shift to low-productivity services, but particularly for the United Kingdom, with an uncertain outlook for trade and investment after Brexit.
In a new paper, Solving the United Kingdom’s productivity puzzle in a digital age, we identify key reasons for the United Kingdom’s recent weak productivity performance by analyzing cross-country, regional, and sectoral patterns as well as other decompositions of aggregate statistics.

We find that four phenomena—financial sector boom and bust, employment growth, investment decline, and uneven digitization—explain the UK’s larger decline in labor-productivity growth.

David Hain's insight:

If we don't solve the persistent UK productivity deficit, the Brexit/Remain argument becomes relevant only in the context of relative failure levels!

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The Ten Things You Need To Know To Lead Change Effectively

The Ten Things You Need To Know To Lead Change Effectively | Coaching Leaders | Scoop.it
The fundamental role of leaders is to lead change, helping their teams and organisations to navigate the turbulent waters of a VUCA world.
It is accepted that change is now constant and all senior leaders need to develop strength in behaviours to help them lead change effectively.
But even the best of us, when faced with this constant change, will feel daunted and even overwhelmed. The good news is that it doesn’t need to be that way.
As with most things, breaking down the immensity of it all into smaller, more manageable chunks can make it better.
The same can be true of the behaviours needed to lead change.
To develop effective leadership behaviour that will help you, your people and the organisation through change, take a look at each of these ten things and score yourself on a scale of 1 to 5, where “1” is weak and “5” is strong:
David Hain's insight:

Kevin Watson on how you can easily assess your readiness to lead change.

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Kevin Watson's comment, July 23, 7:27 AM
Thanks for sharing, David. Most appreciated :)
Ron McIntyre's curator insight, July 24, 12:36 PM

Interesting point of view.  What do you think?

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We don’t need better leaders

We don’t need better leaders | Coaching Leaders | Scoop.it

Why is everyone so hung up on Leaders, Leadership and Leadership courses – it’s what gets us into a mess. Think banking, politics, sport…” —Donald Clark

If all you have is a hammer, then every problem looks like a nail. If all you know is hierarchical leadership by virtue of one’s position, then all solutions are in the hands of the CEO. Conversations with 150 CEO’s only yield ‘CEO thinking’.

To raise the organization’s confidence in their decisions, leaders must carefully balance the various personal paradoxes involved in the decision-making process, including:

doubt – anxiety versus fearlessness, omniscience versus ignorance;
conviction – openness versus self-sufficiency, hubris versus humility;
realism – realistic optimism, i.e., pragmatism, versus blind optimism, i.e., gambling; and
patience – the right pacing or timing of decisions versus detrimental haste and hesitation.”

The great man theory of leadership is outdated, just as the divine right of kings was two centuries ago. Even the World Economic Forum thinks in terms of leadership as an individual achievement

David Hain's insight:

Uncommon sense about leadership in the network age from @HJarche!

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Ron McIntyre's curator insight, July 19, 12:28 PM

While I agree with this in principle I still come back to my definition that everyone is a leader at some level so leadership mentality is still required.  However toxic and selfish leadership does need to be abolished in favor of open, transparent, compassionate, and trustworthy leadership. Adaptable leaders will, if they are smart, build & empower matrixed organizations.

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Unleashing the power of agile teams | McKinsey

Unleashing the power of agile teams | McKinsey | Coaching Leaders | Scoop.it
This article explores how senior leaders can unleash their companies’ full potential by empowering small teams and supporting their managers, whose roles have been redefined by agile thinking (exhibit). Let’s start with a glimpse of what that looks like in action.
David Hain's insight:

Ways to empower teams to become less hierarchical and more sustainable.

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Ron McIntyre's curator insight, July 19, 12:30 PM

Great concept from McKinsey, thanks for sharing David Hain.

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You Are Way Too Busy; It's Hampering Your Ability To Think And Be Productive

You Are Way Too Busy; It's Hampering Your Ability To Think And Be Productive | Coaching Leaders | Scoop.it
The busyness crisis forces our brains into a different way of behaving. Most notably we believe multitasking is the way in which to dig us out of the being overly busy hole. The short answer is that it doesn’t work. A 2015 study with judges from Milan covering nearly 60,000 cases, for example, found that those who took on more than one case at a time ended up taking longer than if they focused on one. On the topic of multitasking author, Kimberly Himes writes, “research suggests that ‘multitasking, which many have embraced as the key to success, is instead a formula for shoddy work, mismanaged time, rote solutions, stress, and forgetfulness.’”
David Hain's insight:

Dan Pontefract on the consequences of not taking control our time - it doesn't end well!

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Leadership and Support | Unfolding Leadership

Leadership and Support | Unfolding Leadership | Coaching Leaders | Scoop.it
This kind of genuine support sometimes seems in low supply these days. In part this may be because it requires that you have something inside yourself to give, that you yourself are not empty, depressed or emotionally needy in ways you’d prefer to ignore. My sense is that the good stuff, the really good stuff comes through you to the other person without actually having that much to do with you. In the best circumstances, where there is selfless affirmation and “seeing” of another, you might feel like a conduit for help that comes from a higher source. You might feel honored and proud to be that conduit, but needing to take credit as a rescuer leaves you only one step away from becoming a persecutor or victim.
David Hain's insight:

Dan Oestreich's blog is a constant source of leadership wisdom and inspiration. Here is another example of many. @DanOestreich, www.unfoldingleadership.com

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Ron McIntyre's curator insight, July 13, 10:22 AM

Authentic support is extremely hard to find in business today. Time for a shift in that mentality.

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Leaders: It’s OK to not know everything 

Leaders: It’s OK to not know everything  | Coaching Leaders | Scoop.it
Disruptive times call for transformational leaders to let go and become more complex themselves to navigate effectively. Little attention has been paid to the cognitive and emotional load that dynamic change creates for leaders. It’s an especially onerous burden, because the very nature of disruption means that leaders must steer their organizations into – and through – a fog of uncertainty.

It’s increasingly clear that to “do” agile, you must “be” agile. How do you do that? By growing more complex ourselves. To do that requires building a bigger inner self so complexity feels simpler and allows us to move with greater purpose, clarity, inner calm and impact. Instead of getting frustrated with all the challenges or with ourselves and our habits, it pays to make the habit your friend.

In our experience, these five personal practices can contribute meaningfully to the mindset required to lead effectively in transformative times. They serve as building blocks of personal inner agility:
David Hain's insight:

If we are being our authentic selves, we admit to what we don't know. Why should it be different in a leadership role? Apart from the unlikeliness of knowing everything, people spot faking in a heartbeat!

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Jose Luis Yañez's curator insight, July 11, 6:47 PM
Leaders: It’s OK to not know everything
Ron McIntyre's curator insight, July 13, 10:27 AM

Absolutely a factor. This is why I suggest a adaptive leadership style to handle the VUCCA world we live in today.

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How Women Can Succeed by Rethinking Old Habits

How Women Can Succeed by Rethinking Old Habits | Coaching Leaders | Scoop.it
Everyone has self-limiting behaviors; this is simply part of being human. But our combined six decades of professional experience coaching and working with women in virtually every sector have taught us that even women at the highest levels can undermine themselves with specific self-sabotaging behaviors that are different from those that most frequently undermine men.
David Hain's insight:

How strengths can undermine us, plus a process to do something about it. Written about women, but the process is universally applicable.

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3 Transitions Even the Best Leaders Struggle With

3 Transitions Even the Best Leaders Struggle With | Coaching Leaders | Scoop.it
The capacity for reinvention is the single-most-important career attribute for executives today. Successful reinvention may look different for each of us, but if we do not attempt it, we are sure to fail.
David Hain's insight:

Career and business transitions are a bit like points on a rail track - dangerous zones of possible derailment!

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Increase the Effectiveness of Your Executive Team

Increase the Effectiveness of Your Executive Team | Coaching Leaders | Scoop.it

Executive teams play 2 critical roles in an organization.

The first is obvious — they provide strategic and operational leadership to the company. They set goals, develop strategy, and ensure the strategy is executed effectively.

The second is less obvious, but just as important — the executive team provides the organizational and cultural DNA for the company. How well the executive team functions as a collective leadership body and how its members interact serves as the model that teams throughout the company will follow.

You could fill entire libraries with the books and studies written about strategy and operations. The second role of the executive team, though, gets less press. Because it receives relatively little attention, team effectiveness can be the basis of a significant competitive advantage for companies.

David Hain's insight:

The fish rots from the head - but it also thrives from the head. So it makes sense to engage in some 'marine biology' with your executive team to ensure the latter outcome!

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The Top 6 Leadership Challenges Around the World

The Top 6 Leadership Challenges Around the World | Coaching Leaders | Scoop.it
What’s most challenging about leading organizations today? And do the challenges differ around the world?

Our researchers went straight to the source to answer these questions, gathering input from 763 middle- and executive-level leaders in organizations from China/Hong Kong, Egypt, India, Singapore, the U.K., the U.S., and Spain.

Our study found these leaders consistently face the same 6 challenges — even if they describe their challenges and specific context in different ways:
David Hain's insight:

Today's main leadership challenges, as polled by the Centre for Creative Leadership.

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The Power of Inspiration, Perspiration, and Cooperation—in Sports and in Business

The Power of Inspiration, Perspiration, and Cooperation—in Sports and in Business | Coaching Leaders | Scoop.it
Why do great things happen so seldom or so fleetingly at so many large organizations? One major reason is that most organizations still rely on outmoded management theories born of the assembly line. These theories were developed in a simpler time when most work was rote and precision was more important to organizational success than critical thinking. They assume that people are the weak link and need to be controlled through rules (the “hard” approach) or through team-building activities such as offsite retreats, affiliation events, and even lunchtime yoga classes designed to foster camaraderie (the “soft” approach).

These approaches to management may have been effective when most work was algorithmic—routine—based on following a set of rules. But thanks to increasing competition, globalization, digitization, and regulation, today’s economy is far more complex. Business problems have become more dynamic, and ambiguity and uncertainty have grown. Work has become heuristic, an exercise in problem solving requiring intelligent judgments and the resolution of often contradictory requirements.

David Hain's insight:

Nice case study on winning teams.

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Leadership (n.): Capacity to lead – The Startup –


According to Joe Iarocci from Brown University, in October 2015 Amazon offered 57,136 books with the word “leadership” in the title. According to the statistics he looked into, 4 new books on leadership are published everyday! He thinks there are 5 reasons behind the huge number of leadership books:

 

  • Many people feel free to offer opinions on leadership
  • Readers have many different tastes in leadership books
  • Anyone can publish a leadership book.
  • The practice of leadership is constantly evolving.
  • There is no limit to the way leadership can be described.
David Hain's insight:

Leadership - easy to say (and write about), difficult to define meaningfully...

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4 Tips for Navigating Ambiguity

4 Tips for Navigating Ambiguity | Coaching Leaders | Scoop.it
Ambiguity makes people feel uncomfortable—it’s a fear amplifier. The pace of change is fast, disruption is coming from many directions, and what worked in the past just doesn’t work anymore. New technologies, global competition, radical changes in long-standing business models, and policy shifts are rampant. Meanwhile, the challenges we face in every direction—healthcare, education, financial and beyond—are more complicated than ever before. And yet, you can’t plan your way forward the way you could in the past.

When navigating ambiguity, instead of a finite plan, you’re choreographing moments where people come together to make progress. It’s about guiding people through the process even though you don’t know what’s going to happen. It’s about having the right people together at the right time, not necessarily the “right” answer.5 And crafting the space for your team to explore and build (rather than plan) the path ahead. You need to create the contexts and conditions for your team to evolve as the world changes. Innovation is the unexpected and the breakthrough. How do you sight it on the horizon? 
David Hain's insight:

IDEO on sailing the waters of ambiguity - a necessary if not always  sufficient condition for success today.

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An executive’s guide to AI | McKinsey & Company

An executive’s guide to AI | McKinsey & Company | Coaching Leaders | Scoop.it
To stay at the forefront of the accelerating artificial-intelligence race, business executives can study up on the ABCs of AI using this interactive.
David Hain's insight:

It's coming, like it or not! Better get to understand AI rather than be caught by it. Excellent 101 here.

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Ron McIntyre's curator insight, June 29, 11:05 AM

Some great insights for those who lack the AI knowledge.

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How can business leaders make the new world of work better for people?

How can business leaders make the new world of work better for people? | Coaching Leaders | Scoop.it
How can CEOs stay ahead of the curve in training and developing their workforces for using automation and artificial intelligence (AI)? Since companies are doing the hiring and creating the jobs, what role do they play in talent and development? How should companies think about hiring as work changes?

In this episode of the New World of Work podcast, McKinsey Global Institute director James Manyika speaks with two leaders on the forefront of applying AI techniques, such as automation and machine learning, in the business world. John Donahoe, president and CEO of ServiceNow, and Jeff Weiner, CEO of LinkedIn, tackle the tough questions facing companies today.
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Memo to the CEO: Are you the source of workplace dysfunction? 

We human beings have a penchant for denial and delusion. We’re often clueless about our flaws, and when we do admit shortcomings, we underestimate their severity and negative impact. Nobel Prize winner Daniel Kahneman believes the curse of overconfidence is the most destructive of human biases. We are prone to developing distorted and overly positive self-images—and to deny, disregard, or never notice negative information about ourselves. For most of us, coming to grips with when we act like jerks, or encourage others to do so, requires overcoming some mighty potent predilections.
David Hain's insight:

The jerk factor! It's apparently not so difficult to become one...

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Frans de Waal: The surprising science of alpha males | TED Talk

Frans de Waal: The surprising science of alpha males | TED Talk | Coaching Leaders | Scoop.it
In this fascinating look at the "alpha male," primatologist Frans de Waal explores the privileges and costs of power while drawing surprising parallels between how humans and primates choose their leaders. His research reveals some of the unexpected capacities of alpha males -- generosity, empathy, even peacekeeping -- and sheds light on the power struggles of human politicians. "Someone who is big and strong and intimidates and insults everyone is not necessarily an alpha male," de Waal says.
David Hain's insight:

Maybe we've been misjudging our use of the term 'alpha male'?

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Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.