Sector: Not for Profit Assignment: Establishment of Core Values & Core Purpose to Develop More Meaningful Communication to existing & potential stakeholders Period: 2007 Background A small niche Charity, based in Scotland, with influence across Europe in developing Social Responsibility through Public Sector Partnerships, required assistance & guidance on how to develop an understanding of its core values & core …

Sector: Finance Assignment: Establishment of Core Values & Core Purpose of the Corporate Social Responsibility (CSR) Department and the application to future profitability. Period: 2005 Background An International Banking organisation, based in Scotland, looking at its internal hierarchy and potential internal & external future use of its CSR capabilities in the UK. This household name in the UK financial sector …

(excerpted from “Integral Leadership Coaching: A Partner in Sustainability” by Lloyd Raines, published March 2007, Integral Leadership Review.) How do coaches explore the moral dimensions of leadership without passing judgment in the process? How might we engage in inquiry in ways that stimulate careful reflection on the leader’s and organization’s impact on others and nature? We do this carefully and …

Coaching is one of the most requested professional development methods of corporate leaders. In a 2001 study by the Corporate Leadership Council coaching was the 5th most requested method for development. In a more recent study by Ninth House, 95% of all the Fortune 500 firms that participated in the study utilize external executive coaches as a part of their …

Organizations spend large sums of money to hire coaches for top executives in an effort to improve these abilities. Are coaching programs effective in improving bottom line performance for organizations?

The concepts of coaching and mentoring are often overlapping and there are many disagreements about what constitutes coaching and mentoring—especially when coaching and mentoring are delivered in an organizational setting. Considerable time can be taken (and perhaps wasted) debating over definitions of coaching and mentoring. I propose that another approach might be taken—that of determining which of seven distinction roles …

Assuming nothing, we approach the conversation with openness and curiosity, both absolutely essential for a true exploration of the context of the problem

If we’re going to charge what our service is worth we have to change our thinking

Did you know that coaching is not just for executives? Attorneys all over the world are also taking advantage of coaching

At some point in every training, I ask the question, “When is anger appropriate in the work place?” In every training so far, the response has been, “Never.”  Good to hear; yet, despite this understanding, anger continues to be at least a tolerated behavior in the culture of most organizations. Let’s take a closer look. Anger in the work place …