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My article ‘My markers in the sand’ has been published in the July/August 2018 edition of Coaching at work.

I’m curious about what these tensions mean for my place as external coach – and as part of the management of these tensions I now express my values, my philosophy and my expectations of organisational adaptation at the beginning of every coaching programme. I hope that my doing so will help the integration of the changes that result from the coaching.

This might mean some difficult conversations. Such conversations can enable learning, or alternatively reveal that I’m not the right coach for the particular organisation.

For a pdf of the article contact me at lw@lindsaywittenberg.co.uk

Photo by Norbert Reimer via Compfight

'My markers in the sand': my latest article in Coaching at Work

Organisations which buy coaching can, knowingly or unknowingly, prevent the embedding of the learning it enables: organisational cultures can pull in the opposite direction from the messages from such learning. Expressing my values, my philosophy and my expectations of organisational adaptation at the beginning of every coaching programme might boost the integration of the changes that result from the coaching.

'Drop the attitude' - my article in Coaching at Work

Women talk as much as ever about not being acknowledged or included – and worse - by male colleagues. The way forward in terms of organisations is for leaders to change the culture: this takes courage, staying power and consistency. My female clients find that my being present and working systemically and somatically with them are especially resourcing, focusing on the systems of relationships that they're part of, and the patterns of those systems. Male leaders whom I've coached have also changed their approach and their strategies, enabling deeper sustained success for their organisations.

Our pale blue dot - compassion and my latest article in 'Coaching at Work'

My article on 'Our pale blue dot' was published in Coaching at Work, March/April 2018 edition. Carl Sagan coined the concept of the ‘pale blue dot’, which for me summarises both our insignificance and the importance of our taking care of our world. His perspective has made me think about my role as coach: I can’t separate my coaching delivery from the impact on my world view of our political leaders and their behaviour, especially when they behave badly.

Under the Influence: my latest article in Coaching at Work

My article 'Under the Influence' has been published in the Nov/Dec 2017 issue of 'Coaching at Work'. When line managers attempt to use coaching as a tool for performance management this is an inappropriate use of both power and responsibility: Tops, Middles, Bottoms and Customers can feel ‘done to’ and impotent in the face of others’ power. I too, as executive coach, need to use my power and responsibility with care.

Dancing with fear: my latest article in Coaching at Work

Several of the senior leaders I work with are frightened. Not only is the fear corrosive at a personal level in terms of wellbeing, stress, confidence and shame, but it also inhibits performance and can have serious effects for organisations when individuals are afraid to innovate despite a business need to do things differently, or when they don't dare to say what's true. Coaching systemically and mindfully resources both the client and me - and the more I engage at a deep level with my own courage, resilience, capability, connectedness and resources, the less frightening life may be for the client.

In the swim of things: my latest article in Coaching at Work

Some of my coaching clients have difficulty staying upright in the stream of their organisational cultures, especially when they aren't aligned with the values or behaviours in those cultures: their difficulty lies in being different, even though that may be exactly why they were recruited in the first place. This can cause significant stress.

Do you know when to stop? My latest article in Coaching at Work

When is coaching actually performance management? My reflection column in the May issue of Coaching at Work explores my experience that there’s no clear, constant, easily-definable line between the two.

Letting go of knowing: new article in 'Coaching at Work'

Clients and potential clients respond with more energy to their experience of how I am than to what I know - and equally, who I am, and how my ‘being’ shows up, have a significantly greater impact on my coaching than what I do.

Nourish Your Practice: new article in Coaching at Work

My article 'Nourish Your Practice' has been published in Coaching at Work January 2017. My reflection before and after every coaching session is an intrinsic part of any coaching that I deliver: without it I would be simply skimming across the surface of what is actually going on and what the possibilities for change could be. I encourage my clients to reflect too.

Practitioner in Systemic Coaching and Facilitation

I've achieved the Practitioner Certificate in Systemic Coaching and Facilitation. My use of constellations - which are a key part of this work - facilitates clients' growth through my coaching. The approach illuminates the hidden dynamics in relationships, teams and organisations, clarifies what may be puzzling or unclear or difficult, and enables change to happen at a level beyond only behaviour management or leadership models.

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