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The latest article in my reflection column has been published in ‘Coaching at Work’. It explores the opportunities and traps inherent in the first coaching session with a new client: on the one hand it’s a precious opportunity for the coach to gain perspective on the big themes of the client’s story, and on the other it’s potentially an elephant trap for a range of assumptions the coach might make and the unconscious messages they’re conveying – not to mention the fact that the new client is making assumptions about the coach. E-mail lw@lindsaywittenberg.co.uk for a copy of the article or click here to read online.

Photo by David Goehring via Compfight

The real message

My latest article in my reflection column has been published in 'Coaching at Work'. It explores the opportunities and traps inherent in the first coaching session with a new client.

Leadership development

Leadership development means embracing the challenges and being courageous enough to be open to learning, whether that learning is unpalatable or affirming. It means being curious, vulnerable and invested in understanding the systemic factors that shape beliefs, behaviours and relationships. It means learning that can’t simply be learnt from a textbook. It means the leader raising their self-awareness to gain insight into their drivers, strengths, and purpose – and into what inhibits them from achieving the outcomes they really want.

The global village

In contexts ranging from multinational corporations to social networking, leaders and their teams interact, communicate and influence others in multiple different cultural settings simultaneously. Culture encompasses literally anything which characterises a particular group, and the leader’s task is to release his or her workforce’s capability in this complex and dynamic environment.

We're all part of the systems

Although we’re all independent human beings, we’re also interdependent, functioning within several systems simultaneously that provide the framework for our relationships to people and organisations, decisions and achievements, beliefs and attitudes. Awareness of those systems and their impact can release blockages in teams, strategy and the implementation of change.

Gold from Dust

Lindsay's article 'Gold from Dust' appears in Coaching at Work magazine May 2014. The client often gives pointers to their most significant issues in their first coaching session - and the coach may notice them but not attribute due importance to them. The first session is rich and complex. It’s an Aladdin’s cave of gems. To see a copy of the article click here if you're a subscriber to Coaching at Work or e-mail lw@lindsaywittenberg.co.uk to request a copy

Workshop on The Neuroscience of Wellbeing, Stress and Mindfulness

Tickets are sold out for the WittenbergEvans workshop on The Neuroscience of Wellbeing, Stress and Mindfulness in London on Thurs 19th June 2014

Executive coaching for leadership and self-leadership

Amongst all learning interventions, the developmental and transformational style of the best executive coaching can equip the leader to deliver leadership that creates a better organisation – and, some would say, a better world - sustainably, with integrity and with authenticity.

The Neuroscience of Wellbeing, Stress and Mindfulness

A workshop on ‘The Neuroscience of Wellbeing, Stress and Mindfulness’ will take place on Thursday, 19 June 2014 from 13:30 to 17:00 at the Gestalt Centre in London. It will interest coaches, trainers, consultants, HR professionals - indeed anyone who's managing, leading, facilitating or developing others, or providing a service. Neuroscience not only informs us how we - and others - tick, but it is also becoming increasingly recognised as a key tool in the development of high-impact leadership, employee engagement and the management of stress.

Lessons from neuroscience for learning and performance

Leaders who know how to optimise the conditions for their own and their people’s learning are going to maximise their chances of success for themselves and their organisations. Senior people – indeed anyone thinking about their career development – who build in the search for working environments and a career path that will maximise their learning opportunities is likely to also maximise their chances of fulfilment and therefore success. And those working across cultures or in multicultural environments who know how to maximise harmony, minimise conflict, bring a curiosity for learning and an attitude of acceptance are also going to be those most likely to develop aligned, creative, productive teams and minimise wasted effort.

Tripping on speed: leaders who want quick results

The pressure on senior people to work at speed risks disempowerment and threatens high-quality outcomes. Slowing down and reflecting, thus developing insight, can help enable them to create outcomes that are meaningful and sustained.

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