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Manage your Energy, Not your Time, by Tony Schwartz and Catherine McCarthy

Establishes a key principle of awareness regarding energy consumption and the need for energy management.  For example, coaching discussions often reveal that tasks requiring very little time can all but consume a client’s finite supply of energy.  This awareness becomes the starting point for evaluating alternative options available to the client.

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What Makes A Leader, by Daniel Goleman

Helps clients understand the power of emotional intelligence and explore the question of whether the touchy-feely stuff impacts results.  We learn that the impact of emotional intelligence (EQ) is 2-times as important as intelligence quotient (IQ) and technical intelligence (TQ) as an ingredient for excellent performance. 

 

Making of a Corporate Athlete, by Jim Loehr and Tony Schwartz

Frames the positive impact of finding healthy balance in the physical, emotional, mental and spiritual domains.  Leaders are offered suggestions for rebalancing and explore how this impacts productivity.

 

Rebuilding Communities, by Henry Mintzberg

Looks a the opportunities for corporate culture change and realignment to match the realities and opportunities of the 21st century.   This article is a cornerstone for our Strengths-Focus workshops because focusing on strengths can be an important part of new internal language that leads to healthy and productive culture change.

 

How To Play to your Strengths, by Laura Morgan Roberts, Gretchen Spreitzer, Jane Dutton, Robert Quinn, Emily Heaphy and Brianna Barker

Provides clients with a framework to develop a portrait of their best self.   This powerful framework helps the client focus on what is working for them as opposed to what’s not working.  This is an empowering position to then consider what’s possible.

 

Discovering Your Authentic Leadership, by Bill George, Peter Sims, Andrew N. McLean and Diana Mayer

Strong leadership comes from a place of self-awareness that reflects a person’s core values.  There is no cookie-cutter leadership style.  Clients must engage in self-reflection and embrace individual core strengths in developing their unique brand of leadership.

 

Manager and Leaders, Are they Different, Abraham Zaleznik

As clients make the transition from manager to leader, their focus shifts away from transactional issues and towards opportunities for organizational change and transformation.