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InGage winter 2016 MEECO

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A journal for the continuation of mastery level Corporate
Executive Coaching
Vol 1 issue 1
Winter 2016

Publié dans : Direction et management
  • Very Good Initiative . Can we have a section called Voices from the field ? That may include short and relevant interviews fro executive coaches from various geographical markets . Trends will be raised highlighted and analysed directly through this proposed section . For eg trends in social learning based coaching vs executive succession planning coaching vs coaching the executive coaches vs academy based coaching for corporate houses . Direct coaching experiences , trends and above all insight s. Thanks and best regards Akash
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InGage winter 2016 MEECO

  1. 1. A journal for the continuation of mastery level Corporate Executive Coaching __________ Vol 1 issue 1 Winter 2016 PURCHASE YOUR TICKETS TO MEECO (Measuring Excellence in the Use of Executive Coaching in Organizations) pg 13
  2. 2. 2 2 Editorial Board Chairman Barrie Hinton GeneralManager CB Bowman Director CB Bowman ResearchEditor Barrie Hinton Columnist Executive Coaches Leadership Consultants Business Leaders
  3. 3. 3 3 Our objective with the new redesigned “InGage” quarterly journal is to align it with the promotion of mastery-level coaching. We will focus on topics identified by the Association of Corporate Executive Coach’s recertification requirements for their “Master Corporate Executive Coach” certification. This consist of the following 4 areas:  Advanced Coaching Competency  Business Acumen  Growing and Sustaining Your Business  Electives We hope that you find the research of interest and we welcome your feedback. Our objective with the new redesigned “InGage” quarterly journal is to align it with the promotion of mastery-level coaching. We will focus on topics identified by the Association of Corporate Executive Coach’s recertification requirements for their “Master Corporate Executive Coach” certification. This consist of the following 4 areas  Advanced Coaching Competency  Business Acumen From the office of the President Welcome to our updated journal of InGage Future issues will allow for advertising. Please submit request to CB Bowman, cb@acec- website.org We welcome contributing writers. Please contact the editor Barrie Hinton, barrie@lascombe.comfor publication dates and to submit content.
  4. 4. 4 The business world is abuzz with mindfulness. But perhaps you haven’t heard that the hype is backed by hard science. Recent research provides strong evidence that practicing non-judgmental, present-moment awareness (a.k.a. mindfulness) changes the brain, and it does so in ways that anyone working in today’s complex business environment, and certainly every leader, should know about. Read more: https://hbr.org/2015/01/mindfulness-can- literally-change-your-brain by hard science. Mindfulness should no longer be considered a “nice-tohave” for executives. It’s a “must-have”: a way to keep our brains healthy, to support self-regulation and effective decsion-making capabilities, and to protect ourselves from toxic stress. Mindfulness should no longer be considered a “nice-tohave” for executives.
  5. 5. 5 You might wonder how Tribunals manage to determine the “right” value, given the gap between the experts’ opinions. Do they just give up and “split the baby”? What drives such wide differences in value? Are experts taking extreme positions on the same issues to support their clients? In most cases that’s not true and misunderstands what may have driven the experts to different conclusions. Read more: http://sloanreview.mit.edu/article/the- power-of asking-pivotal-questions/ PwCs analysis of nearly 100 Tribunal awards over a 25-year period identifies some good explanations for these wide differences. In this article PwC consider some of the key drivers of the gap and what can be done to bring experts closer together.
  6. 6. 6 6 In a rapidly changing business landscape, executives need the ability to quickly spot both new opportunities and hidden risks. Asking the right questions can help you broaden your perspective — and make smarter decisions. Good strategic thinking and decision- making oftenrequire a shift in perspective — particularly in environments characterized by significant uncertainty and change. Read more: http://sloanreview.mit.edu/article/the-power-of- asking-pivotal-questions/ The questions leaders pose sometimes get in the way of solving the right problem or seeing more innovative solutions. They are often too narrow, overly protective of the current business, or assume that the old habits, business models …
  7. 7. Looking to enhance the performance of your multicultural team in 2016? As a leader, you need to proactively build comon bonds to create the conditions for success. This is an essentialpart of engendering trust and establishing the shared sense of values and identity, which are so fundamental to your team’s achievements. What will you do? Read more: https://www.london.edu/faculty-and- research/lbsr/li-ten-tips-for-leaders-in- 2016?utm_campaign=238381_MC_LBSR_Emails_ FY16_Jan_DM&utm_medium=email&utm_source =DotMailer&utm_content=elbsr_2016_Jan_NYTop 10Tips_LnkBtn_CATLeadership&dm_i=2SVQ,53 XP,2BXETS,EYVA,1htt The unconscious bias that hinders womens’ success in formal leadership selection processes arises in informal interactions as well. The informal exchange of advice between team members can affect how leaders are perceived.
  8. 8. 8 Some people are born to break the rules. Most aren’t. And this, it turns out, is bad for business. Think about the ways that most companies try to get an edge over the competition. They try to find new market segments, identify cost savings, or try to retain the best people by putting fruit out in the kitchen once a week. These measures will yield incremental improvements at best. Read more: https://www.london.edu/faculty-and- research/lbsr/breaking- bottlenecks?utm_campaign=238381_MC_LBSR_Emai ls_FY16_Jan_DM&utm_medium=email&utm_source= DotMailer&utm_content=elbsr_2016_Jan_Bottlenecks _LnkBtn_CATLeadership&dm_i=2SVQ,53XP,2BXET S,EYVA,1 - h By stepping back and taking a macro look at the field you work in, the changes you make put you ahead of the rest by default – if it’s an industry-wide problem you solve just for your company, all your competitors are immediately found wanting.
  9. 9. 9 In uncertainty, both the strategy process and the strategy itself need to change. The most effective leadership teams focus on the vital few uncertainties that matter, understand the possible scenarios that could develop and identify the critical trigger points that signal a swing to one scenario or another—we call these signposts. This leads to a clear and actionable portfolio of strategic actions that balance commitment with flexibility. The goal is to prod leadership to monitor change on a regular basis and move ahead of competitors as future states begin to take shape. Rather than adopting a wait-and-see approach to planning and investment, leadership is aligned and “pre-committed” to take specific action under different circumstances. Read more: http://www.bain.com/publications/articles/a- strategy-for-thrivi There was a time when turbulence and uncertainty were most prevalent in industries like technology or pharmaceuticals, where innovation and disruption present daily challenges. Or disruption was episodic—a temporary supply shock or a a cyclical lull in the economy. But increasingly, finding a way to sustain profits and reach full potential amid a constantly shifting landscape is the central challenge in every market. Bina Chaurasia - Graduated with a master’s degree in management and human resources from Ohio State University and a master’s degree in philosophy from the University of Wisconsin
  10. 10. 10 It’s been more than a decade since Ericsson relied on its own mobile-phone production, and nearly four years since it sold its stake in the Sony–Ericsson joint venture. In 2010, Ericsson embarked on a journey to reframe its strategy and become a leader in telecom services, software, and hardware. This strategic shift brought with it a talent challenge, as new marketsand priorities required different capabilities. In this interview conducted by McKinsey’s Simon London, Bina Chaurasia, Ericsson’s chief human-resources officer, describes how the company has revamped HR in response— increasing its agility, coordination, global scale, and ability to leverage data analytics. Read More: http://www.mckinsey.com/insights/organization/how_ ericsson_aligned_its_people_with_its_transformation _strategy
  11. 11. 11 Lord Davies has published his final report on improving the gender balance on UK boards. His plea, made in 2011, that women should hold 25% of FTSE 100 board positions by 2015 has been met. However, the report finds that there is work to be done in increasing the number of women holding executive and senior leadership positions. Lord Davies has also set a new target of 33% female board representation across the FTSE 350 by 2020. Read more: http://www.linklaters.com/Insights/Publication1005New sletter/UK-Corporate-Update-12-November- 2015/Pages/Lord-Davies-sets-new-target-women- boards-2020.aspx At 1 October 2015, there are no male-only boards inthe FTSE 100 and women hold 26.1% of board positions in those companies, compared to 12.5% in February 2011. Within the FTSE 250, women hold 19.6% of board positions, but there remain 15 male-onlyboards.
  12. 12. Reach 80,000 human capital professionals Place your add here Contact: cb@acec-website.org for our rate sheet
  13. 13. 13 PURCHASEYOURTICKETSHERE! http://meeco-designation.org/the-gala-2016/meeco-gala-tickets/

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