What I’ve Learned: The Setting for my New Book

Recently, I reached a 30-year milestone in my career – a rich career which has allowed me to observe and help leaders as they grow. Throughout my professional life, I’ve been writing about the observations that have inspired me the most. These observations relate to the common challenges that leaders face, the ways they lead,…

What Is Team Embedded Development?

This week, I would like to introduce an important peer development concept that leaders can use to grow their teams. This is Team Embedded Development, an approach to learning and improved performance in which team members help each other move forward. What is Team Embedded Development? Team Embedded Development (TED) is not (initially) about the…

The Circle Model for Coaching: Develop And Implement

The final two stages of the Circle Coaching Model are Develop, and Implement. These phases are essential for encouraging growth through the creation of pathways, and facilitating follow-through. In this blog, I’ll share some tools that leaders can use to understand these stages a little better for an effective outcome. Develop In this phase, it’s…

The Circle Model for Coaching: Contract and Analyze

In my previous post, I introduced the Circle Model of Coaching. In particular, I argued how the Core and the Field determine the goals and playing field for the process. So what are the four stages: Contract, Analyze, Develop, and Implement? And how do we move through them? We distinguish these four coaching phases both…

Introducing The Circle Model for Coaching

As a leader, the ability to develop others is critical. Supporting your team’s professional growth is not only important to the organization’s strategy, but it fosters well-being and motivation. But when it comes to coaching, it can be hard to know where to start. A coaching model can help you stay focused on a positive…

New Leadership, Part 6: The Management Funnel

Building on my last post, I would like to introduce a tool that can help leaders implement New Leadership’s two key principles: setting clear boundaries, and giving people autonomy within them. One of the most intriguing management concepts of the past few years, Filip Vandendriessche’s Management Funnel is described in his book Leidinggeven Zonder Bevelen…

New Leadership, Part 5: Setting Boundaries and Giving Space

In my last post, I discussed the ‘pecking order’ mentality that can often subconsciously drive our behaviors. I wrote about how these learned, yet unconscious and emotionally-guided behaviors often keep us from letting employees (and ourselves) be driven naturally toward autonomy, craftsmanship, and purpose. The struggle for our place in the pecking order takes place…

New Leadership, Part 4: The Struggle For Your Place in the Pecking Order, The Origin of Behavior

I’ve introduced the three underlying principles of New Leadership. The idea that employees are autonomous, meaningful partners, driven by the natural desire to behave according to these natural ways of being. And yet, across our organizations, human characteristics also prevent these from becoming practice. What are these characteristics and how do they guide our behavior?…

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