Our traits and habitual behaviours can become traps. In each chapter of The Coach's Casebook the reader follows a skilled coach working with a client who is struggling with one of the twelve traits which every coach will face in their coaching work - traits such as people pleasing, perfectionism, impostor syndrome, performance anxiety and procrastination. In each of the case studies in The Coach's Casebook, the coach shares their emotions, their thought processes and their reflections from coaching supervision as they try to understand the psychological origins of these behaviours and to work out how to help their client.This book is a great book for leadership development and has been used extensively for executive leadership for results but is above all designed to help you improve your coaching practice. It gives you practical, tried and tested techniques which you can use today to improve your coaching habits and coaching practice to help your clients to change the habits of a lifetime.Both Kim and Geoff are thought leaders in business coaching and mentoring as well as coaching supervision and use this book to explain the key coaching principles in their coaching practice to help you develop great coaching habits.

    We are no longer supplying instructors with complimentary review copies of this edition.* Please click here to request a review copy of the new edition. * If you need an urgent desk copy of the existing edition for a class this semester, please call 1-800-818-7243 and we will be pleased to process your request.Creating Effective Teams: A Guide for Members and Leaders is a practical guide for building and sustaining top performing teams. Based on the author′s many years of consulting experience with teams in the public and private sector, the Second Edition describes why teams are important, how they function, and what makes them productive. New to the Edition: Offers necessary tools to help members and leaders work together to achieve high performanceEnhanced information about the design and management of meetingsIncorporates real-life examples and questionnaires giving readers the opportunity for self-evaluationA bestseller in its First Edition, Creating Effective Teams, Second Edition is sure to be a perfect fit for team leaders and members, trainers, managers, consultants, psychologists, military, and educators. Students enrolled in organizational studies, management, human resources, social psychology, education, group studies, leadership, sociology, and communication courses may also benefit from this bestseller.

    He knew that to win not just one game for his high school team, but begin a legacy of winning, he had to work with the only assets available - his team. Art had learned from the other mentoring coaches in his life that winning had far more to do with what was in the heart of his players and their “will to win”, than what they looked like, where they came from. Focusing on the hearts absolutely built winning teams, and garnered two “Georgia Coach of Year” awards.From these simple yet powerful principles, Art Williams went on to build a company that changed the face of one of the largest industries in the world...the life insurance industry. By applying the philosophy of “Pushing Up People”, a group of 85 former teachers, policeman, fireman, and coaches, built a company of 200,000 strong and literally changed forever the lives of countless families. So Now.... A step-by-step guide to the “people management” concepts behind one of the greatest success stories in American business.You’ll Learn...-Why victory doesn’t always go to the smartest people.-The three things people want most from their job.-Four kinds of “failure fears” and how to guard against them-The power of the “little bit more” principle-The magic of 90 days-The Three little words that house the most important leadership principle-Why winners are made not born.-The biggest obstacle to keeping success once you make it-Why you owe it to yourself, and your business to try “Pushing Up People”

    It's not a question they anticipate or care much about on opening day. But by the time the program ends, they cannot imagine leading their companies to success without being—and living the role of—a strategist.Over a series of weeks and months, Montgomery puts these accomplished executives through their paces. Using case discussions, after-hours talks, and participants' own strategy dilemmas, she illuminates what strategy is, why it's important, and what it takes to lead the effort. En route, she equips them to confront the most essential question facing every business leader: Does this company truly matter? In doing so, she shows that strategy is not just a tool for outwitting the competition; it is the most powerful means a leader has for shaping a company itself.The Strategist exposes all business leaders—whether they run a global enterprise or a small business—to the invaluable insights Montgomery shares with these privileged executives. By distilling the experiences and insights gleaned in the classroom, Montgomery helps leaders develop the skills and sensibilities they need to become strategists themselves. It is a difficult role, but little else one does as a leader is likely to matter more.

    The brand they created – at first against tremendous odds and restrictive norms – injected freshness into the market and in retail spaces through its cutting-edge marketing strategy and empathetic advertising. Not only did the new watchmakers on the block transform watches from being utilitarian objects to fashion statements, but it also systematically ventured into areas untapped by corporate entities with its brands Titan, Tanishq, Titan Eyeplus, Skinn and Taneira, and established itself as a winner across multiple verticals. Titan: Inside India’s Most Successful Consumer Brand takes readers from boardrooms to back rooms to reveal how a quintessential Indian brand from the house of the Tatas, not known till then for its success in the consumer goods market, reached such remarkable heights. It is a tale of innovation and fortitude, of thinking outside the box and staying the course, of obsession with detail and the courage to acknowledge failure. A story that will inspire every reader, here is the inside account of what continues to make Titan tick.

    Even if you don't have change management in your job description, your job involves change. Change is a given as modern organizations respond to market and technology advances, make improvements, and evolve practices to meet new challenges. This is not a simple process on any level. Often, there is no indisputable right answer, and responding requires trial and error, learning and unlearning. Whatever you choose to do, it will interact with existing policies and structures in unpredictable ways. And there is, quite simply, a natural human resistance to being told to change.Rather than creating more rigorous preconceived plans or imposing change by decree, agile software developer turned organizational change expert Esther Derby offers change by attraction, an approach that is adaptive and responsive and engages people in learning, evolving, and owning the new way. She presents a set of seven heuristics--guides to problem-solving--that empower people to achieve outcomes within broad constraints using their personal ingenuity and creativity.When you work by attraction, you give space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to push against--only something they want to move toward. Derby's approach clears the fog to provide a new way forward that honors people and creates safety for change.

    In Dream Like a Champion Cook shares the coaching and leadership philosophy that has enabled him to become one of the game’s winningest coaches. Growing up in San Diego, Cook acquired his coaching philosophy from his experiences first as a football coach, then as a student of the sport of volleyball on the beaches of Southern California. After a stint as an assistant volleyball coach at Nebraska, he returned to Nebraska as head coach in 2000 and won the national championship in his first season. Even with a bar set so high, Cook saw at Nebraska’s tradition-rich program the potential for even greater growth and success. He decided to focus on higher expectations, training, motivation, goal setting, and other ways to build the strongest teams possible.  In Dream Like a Champion Cook shares the philosophy behind Nebraska’s culture of success and reveals how he’s had to learn, evolve, and be coached himself, even in his fifth decade as a coach. With openness and candor he delivers insights about his methods and passes along lessons that can be used by leaders in any field. Cook also shares behind-the-scenes anecdotes about Nebraska volleyball moments and players—and how he coaches and teaches his players about life beyond the court.

    But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo.Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges.These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces.This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company.Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.

    The path is littered with too many burned out best and brightest, too many beleaguered institutions and stunted organizations. The church is no exception: pastors are fried and congregations are stuck, and the work never lets up. But what does it actually mean to share leadership? And how do we avoid burning out whole teams instead of single leaders? How does team leadership bless and not frustrate a congregation? Researchers and practitioners Warren Bird and Ryan Hartwig have discovered churches throughout the United States of various sizes and traditions that have learned to thrive under team leadership. Through practical insights, compelling research and real-life stories, they help you overcome barriers and build teams of mutual support and meaningful, sustainable action. This empowering vision for church leadership culminates with five disciplines that can take your team from struggling to thriving together."

    The sheer number of distractions threaten our ability to think clearly and make good decisions. If we react to these stimuli, moving mindlessly from one task to another, we will fail to accomplish the things that matter most in our professional and personal lives. In this book, readers will learn how to make the five fundamental choices that will increase their ability to achieve what matters most to them. Backed by science and FranklinCovey's years of experience and research in this field, The 5 Choices helps readers increase their productivity and develop an inner sense of fulfillment and peace. The five choices are simple but require a radical shift in mindset and will lead to increased personal and professional success.

    Team leads usually have little to no idea how to handle people related issues – issues that affect how the morale, quality of work, and overall performance of the team, and of course impacts how easy or hard it is to implement “the new stuff”.Most team leaders are clueless as to how to handle their manager giving them an impossible due date, a team member reluctant to try anything new, or another team member teaching all the other members practices from 25 years ago that today only hurt the team.Why?No one teaches that to software team leads. Team leads today, in the overwhelming majority of places, are just developers who worked hard and stayed with the company long enough to be promoted. But they have no people or management skills - and those are very painfully needed when you are trying to drive the things you believe in inside an organization that has very little interest in changing.Team leadership is the next big thing that software developers need to conquer, or none of this unit testing, TDD, Agile or Lean thing is going to catch on, except in very small circles, that, by chance, happen to have the right people leading their teams.

    So, in a world where everybody is competing with their answers, how do you differentiate yourself from everybody elseWith a question.The Dan Sullivan Question provides: * The three things everyone wants. * An immediate insight into the kind of relationship you could expect to have with a particular person. * A peek into the other persons future goals, and the opportunity to be instrumental in making them happen.

    You’ll also be able to “fix” a broken workshop that you’ve been saddled with. While the first attempt at a new workshop is never perfect (testing and refinement matter), it should still be good enough that both clients and attendees leave happy, and that you get invited back. Throughout this book, you’ll also gain the skills and knowledge such that if something goes wrong, you’ll understand what’s happening and how to fix it. Whether workshops are your whole world or just a small part of it, we can help you succeed. Over the last 15 years, we’ve now designed and run a huge number of successful workshops (and a few major flops) covering every type of audience: executives, undergrads, MBAs, disadvantaged youths, busy professionals, and more. We’ve designed everything from 20-minute teasers to 3-month intensives, in locations ranging from Costa Rica and Qatar to London and Berlin. We’ve taught for companies like HP and Deloitte and for universities like Oxford and NYU. We’ve built workshops for every price point, from free upskilling (paid for by the state or employer) through to $4000-per-seat premium events. We’ve taught casual sessions, with beer in hand and flip-flop on foot, through to formal, posh affairs with glitzy venues and high-end catering. In every case, no matter where it was located or who it was for, the process outlined in these pages worked. Perhaps most importantly, we can teach you how to do this. And you don’t need to turn into some kind of charismatic superstar for it to work. In fact, you don’t even need to be particularly confident. You only need to know how to design a good workshop. We’ve trained up teachers from scratch who are now billing upwards of $2500 per day and getting invited back to teach again and again. This stuff isn’t complicated. You can learn it and you can do it.

    And you'll be well-equipped to achieve your dreams!

    His profound and poetic speeches are famous around the world, evidence of the greatness of American’s most beloved leader. But did you know that the sixteenth president of the United States was also a backwoods hillbilly from America’s western frontier, with a Kentucky accent so thick you could cut it? Or that he liked wrestling matches, dirty jokes, and had a reputation for telling hilarious, R-rated stories that weren’t suitable for mixed company? From his childhood working as a virtual slave for an abusive father, to sailing a river raft to New Orleans, to the Illinois General Assembly, Congress, and the White House, the story of Abraham Lincoln’s life is the story of America. He mourned the deaths of almost everyone he loved, endured marriage to a wife whose mental health issues made her a domestic abuser, and lost more elections than he won. But Abraham Lincoln believed in one thing above all: that everyone deserved a fair shot at the American dream. Why did John Wilkes Booth really shoot Abraham Lincoln? The truth is as shocking now as it was in 1865.