Mind Growing, The New Leadership ABC in a Nutshell

The New Leadership ABC is a simple acronym that I’ve developed to help leaders create a passionate, engaged workplace culture. The full concept will be introduced in more detail in my book Mind Growing that will be published in the beginning of next year. Underpinning this new approach to leadership is the recognition that different…

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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