The barrier is not about what they DO, but how they THINK. In this short e-book, Chad outlines 8 specific ways coaches need to think. When you think like a coach, the techniques for coaching well just come naturally and produce great results for those you work with. If you know what coaching is and you're ready to take your coaching several steps closer to mastery, this is the book for you.

    Our usual approach is to just talk louder, to try harder to get our message through. This is almost always the wrong approach.Why? Because other people almost never see us the way we see ourselves. Fortunately, these distortions in perception are systematic, understandable, and surmountable.Heidi Grant Halvorson, bestselling author of Nine Things Successful People Do Differently and Focus, now shows you how to communicate effectively—despite these unintentional (yet widespread) distortions of perception. By better understanding how communication and perception really work, you’ll learn to send the right signals at the right time, no matter who you’re communicating with.

    Along with several leading researchers, Rath pored through the literature, conducted experiments and analyzed more than 5 million interviews from Gallup’s worldwide database. His team’s discoveries produced Vital Friends, a book that challenges long-held assumptions people have about their relationships. And the team’s landmark discovery — that people who have a “best friend at work” are seven times as likely to be engaged in their job — is sure to rattle the structure of organizations around the world. Drawing on research and case studies from topics as diverse as marriage, management, and architecture, Vital Friends reveals what’s common to all truly essential friendships: a regular focus on what each person is contributing to the friendship — rather than the all-too-common approach of expecting one person to be everything. Rath’s fast-paced and inviting storytelling takes a mountain of important research and makes it remarkably accessible and applicable. By the time you finish reading Vital Friends, you’ll see your family, friends, coworkers and significant other in a whole new light.

    And thanks to Les Binet and Sarah Carter at Adam&eveDDB we now have just that. The original inspiration for the book was a set of articles that they wrote for Admap over 6 years. In these they set out to bust a lot of myths and nonsense that swirl around marketing and communications by using evidence-based approaches and interesting examples to make their points. We’ve been working with them to turn this treasure chest of wisdom into a practical guide. We’ve called it How Not To Plan in reference to its myth busting antecedents and in homage to an old but much loved set of essays published back in 1979 in an APG book called ’How to Plan Advertising’. The How Not to Plan of 2018 is a manageably sized handbook which leaves room for your scribbles and notes and can be read as a guide or used as a constant helpful reference point. It’s loosely based on the Planning Cycle and is grouped into themes that are important at different stages in the process, covering everything from how to set objectives, the 4 Ps, research and analysis, to briefing, creative work and media and effectiveness At the end of each chapter you’ll find a simple 2-minute check list for how to do it better, a short case study showing how it’s done brilliantly, a space for your notes and further reading for the intellectually gifted…

    Fundamental problems, as Einstein once noted, cannot be solved at the same level of thought that created them. What we pay attention to, and how we pay attention - both individually and collectively - is key to what we create. What often prevents us from attending is what Scharmer calls our blind spot, the inner place from which each of us operates. Learning to become aware of our blind spot is critical to bringing forth the profound systemic changes so needed in business and society today. First introduced in Presence, the U methodology of leading profound change is expanded and deepened in Theory U. By moving through the "U" process we learn to connect to our essential Self in the realm of presencing - a term coined by Scharmer that combines the present with sensing. Here we are able to see our own blind spot and pay attention in a way that allows us to experience the opening of our minds, our hearts, and our wills. This wholistic opening constitutes a shift in awareness that allows us to learn from the future as it emerges, and to realize that future in the world. Theory U explores a new territory of scientific research and personal leadership, one that is grounded in real life experience and shared practices. Scharmer shares much from his own personal and professional development, and draws from a rich diversity of compelling stories and examples. Readers will find themselves drawn to new ways of thinking and acting as they read, completing a parallel journey of exploration and discovery. The final chapters lay out principles and practices that allow everyone to participate fully in co-creating and bringing forth the desired future that is working to emerge through us.

    . . joy. As a package-delivery person once remarked, “I don’t know what you do, but whatever it is, I want to work here.”Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.CEO and “Chief Storyteller” Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine “audacious small company.” It has tripled its physical office three times and produced products that dominate markets for its clients.Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process.Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.

    'Yes' connects us to the world, and carries us into the future. So why do we find it so hard to get others to agree? And how can we improve our chances?The Little Book of Yes contains 21 short essays that outline a range of effective persuasion strategies, each proven to increase the chances that someone will agree to your request. That someone could be a friend, a colleague, a partner, a lover, a manager, a sibling, a parent, even a stranger. The timeless principles and practical lessons in this collection can be used to tackle a variety of everyday challenges, from repairing a soured relationship to negotiating a higher fee for your work, from convincing a dithering friend to take action, to building your social network and personal brand.Full of wisdom from the leaders in influence, with carefully curated advice, this little book is essential reading for any freelancer, manager, entrepreneur, parent or person who wants more from their world.

    Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way.Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs.Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.

    McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley.McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR―annual performance reviews, retention plans, employee empowerment and engagement programs―often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability.Powerful will change how you think about work and the way a business should be run.

    This tremendous time investment yields only modest returns. No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, thosethat inadvertently encourage participants to tune out, and those that blatantly disregard participants' time.Most companies and leaders view poor meetings as an inevitable cost of doing business. But managers can take heart: researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant tosome of the world's most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings.For those who lead and participate in meetings, Rogelberg provides immediate direction, guidance, and relief, offering a how-to guide to change your working life starting today.

    Published in more than ten languages now, this book has been used as the definitive resource in dozens of corporate, professional development and university-based coaching programs as well as by thousands of individuals looking to elevate their communication, relationship and coaching skills. This fully revised third edition of Co-Active Coaching has been updated to reflect the expanded vision of the newly updated Co-Active Model and coaching course curriculum at The Coaches Training Institute, the training organization founded and run by the authors for 20 years. The third edition emphasizes evoking transformational change in the client and extends the use of the Co-Active Model into leadership management and its effectiveness throughout organizations. This edition also contains an on-line Coach's Toolkit (replacing the CD of the second edition), several new coaching demonstrations and more than 35 updated exercises, questionnaires, checklists and reproducible forms.

    A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance. Peter Drucker's five questions are:What is our Mission? with Jim CollinsWho is our Customer? with Phil KotlerWhat does the Customer Value? with Jim KouzesWhat are our Results? with Judith RodinWhat is our Plan? with V. Kasturi RanganThese essential questions, grounded in Peter Drucker's theories of management, will take readers on a exploration of organizational and personal self-discovery, giving them a means to assess how to be--how to develop quality, character, mind-set, values and courage. The questions lead to action. By asking these questions, readers can focus on why they are doing what they are doing in their work, and how to do it better. Designed for today's busy professionals, this brief, clear and accessible book will challenge readers to ask these provocative questions and it will stimulate spirited discussions and action within any organization, inspiring positive change and new levels of excellence, helping all to envision the future of theirs' or any organization.

         Everything Is Workable gives readers the tools they need for dynamic, vital, and effective relationships, both personal and professional. Diane Musho Hamilton draws on her years of experience as a professional mediator, Zen practitioner, and student of Ken Wilber's Integral Philosophy to present a spiritual approach to conflict resolution, providing teachings along with practices and exercises that can be applied to any sort of relationship in which conflict is a factor.Few people would say they like conflict. Most of us try like heck to avoid it. If we take up meditation practice, we often expect that to make conflict go away. But . . . surprise! It never does. We still disagree with each other, argue, get hurt, say things we didn't mean to say. It's at the very least inconvenient. It's often also destructive. We're stuck with conflict as long as we're human beings with jobs, relationships, or dry cleaning to be picked up. Meditation practice enables us to touch the inner source of clarity, understanding, compassion, and peace--yet the equanimity that we cultivate on the cushion does not always translate into skillfulness in the way we handle conflict in our personal lives. Interpersonal conflict ends up being the most difficult and painful part of our path. Though meditation is incomparably helpful, it doesn't make the sticky interpersonal issues go away. Conflict resolution skills are needed. Diane Musho Hamilton suggests that we make conflict resolution a valued part of our practice.

    Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes - Getting beyond "Management 1.0" control and "Management 2.0" fads - Understanding how complexity affects your organization - Keeping your people active, creative, innovative, and motivated - Giving teams the care and authority they need to grow on their own - Defining boundaries so teams can succeed in alignment with business goals - Sowing the seeds for a culture of software craftsmanship - Crafting an organizational network that promotes success - Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.

    Without it, we forget what's important to us and lose sight of the steps we might take to reach those goals. Conscious business, explains Fred Kofman, means shining this awareness on every area of your work: in recognizing the needs of others and expressing your own; in seeing the hidden emotional obstacles that may be holding your team back; in making good decisions under pressure; and even in delving into such spiritual questions as "Who am I?" and "What is my real purpose here?" In Conscious Business, this visionary teacher and consultant to Google, Microsoft, Yahoo! and other leading companies presents the complete training manual in the breakthrough techniques he has shared with over 20,000 executives on four continents.