There is a big market for cheating in our mid-21st Century world. Frankly, we have all done some cheating in our life. These are what we identify as Soft Cheats—accompanied by Soft Lies. There are of course the Hard Cheats and the Hard Lies. How do we handle soft and hard cheats as coaches?

Kevin Weitz, Psy.D. and William Bergquist, Ph.D. [Note: the content of this essay has been included in a recently published book called The Crises of Expertise and Belief. This paperback book can be purchased by clicking on this link.] To recognize superior expertise would require people to have already a surfeit of expertise themselves. David Dunning (2012) There is a …

There are the almost universal challenges associated with the volatility (U), uncertainty (U), complexity (C) and ambiguity (A) in our collective lives, as well as the equally as challenging turbulence and contradiction that we all encounter every day. This is the VUCA-Plus of mid-21st Century life—and it generates multiple challenges.

As the fourth initiative in the ongoing research being engaged on behalf of the New Executive Coaching Summit (NECS), the Institute for Research on Professional Coaching has conducted an online survey regarding recent Neuroscience research and the implications of insights gained from this research for executive coaching practices. Following is a brief report being made by Dr. William Bergquist that …

When it comes to understanding why people do what they do, we cannot ignore the biological reasons for behavior. Leaders need to take into consideration physiological responses both in the environments they create and the requests they make to individuals within the organization.