Formed in 1995, today the ICF is the leading global organization, with over 15,000 members, dedicated to advancing the coaching profession by setting high professional standards, providing independent certification, and building a network of credentialed coaches. ICF exists to support and advance the coaching profession through programs and standards supported by the members and to be an authoritative source on coaching information and research for the public.
CBODN is the premier network for Organization Development professionals in the mid-Atlantic region and beyond. We advance the practice of OD through a variety of professional resources.
AMA promotes the goals of individuals and organizations through a comprehensive range of solutions, including business seminars, blended learning, Webcasts and podcasts, conferences, books, whitepapers, articles and more.
by Jim Clemmer
The faster the world changes around us, the further behind we fall by just standing still. If the rate of external change exceeds our rate of internal growth, just as the day follows night, we will surely be changed
by Bob Selden
The Essentials! - The path for organizations undergoing change is a lot smoother if they get their internal communication processes right. People become less motivated when they are faced with uncertainty—not knowing what is happening and why. In the extreme, a lack of information and feeling of insecurity can take away the natural energy and drive to succeed.
by Ryan Allis
Once you have hired these good people, how do you manage them?
by Albert Vicere
Some forty years ago in a classic Harvard Business Review article entitled ‘The Power To See Ourselves’, Paul J. Brower wrote that the difference between a great and not so great leader is often not a difference in ability, rather the difference lies in self-concept.
by Dan Elash
A leader’s shortcomings are often the reason why there are so many weak and ailing organizations. Authenticity is the key!
by Paul B. Thornton
Fortune magazine once published an article entitled “The Best Advice I Ever Got.” It was a great article that offered wit and wisdom about achieving business success. Here's some new views from successful CEOs, coaches, consultants, professors, managers, executives, presidents, politicians, and religious leaders received that most helped them become effective and successful leaders.
by Marshall Goldsmith
This may be the seminal question for our age.
by Karla Brandau
Seven calculated choices will help you drill through the rock of inertia to the success you have always wanted.
by Ken Thompson
The Bumblebee's favorite team development techniques
by David Wee
It’s not how hard you have been hit. It’s how you move on after you have been hit. More and more often, employees are expected to contribute to the performance and success of their work teams
by Carole Townsley
As organizations continue to restructure to work teams, the need for training in conflict resolution will grow. Conflict arises from differences, and when individuals come together in teams, their differences in terms of power, values, and attitudes contribute to the creation of conflict. To avoid the negative consequences that can result from disagreements, most methods of resolving conflict stress the importance of dealing with disputes quickly and openly. Conflict is not necessarily destructive, however. When managed properly, conflict can result in benefits for a team.
by Scott Eblin
Eblin discusses what separates leadership success from failures as one goes to the next level in one's career. Every day, high performers are tapped to be executives and then left alone to figure out how to succeed in the new role. When this happens, most people rely on the strengths have served them well to date and helped them advance. Eblin explains why this causes nearly 40 percent of them to fail. This book provides a program to help executives know and understand what behaviors to let go of and what ones to pick up in order to increase their success.
by John C. Maxwell
People in middle management face unique challenges since they need to manage up, down and horizontally. Maxwell provides insights that bust the myths that you need to be at a certain level within an organization in order to be influential. The book provides a discipline that will enable middle managers to successful lead and influence in all directions.
by Kent M. Keith
Kent Keith does a beautiful job in not only describing what servant leadership is, but also helping the reader understand why it is so important. Many of us have experienced the pain and destruction that can result from the power model of leadership. The Servant model of leadership is inspired by the realization that humanity should be respected and supported, not dominated. It is the servant model that will allow people to grow and develop successfully, subsequently, allowing the leader to share in the success of his/her people.
by Marshall Goldsmith
Marshall Goldsmith is an expert in helping leaders overcome their unconscious annoying habits and attain higher levels of success. Perhaps there is only one small flaw that is keeping you from advancing to the next level. It may be the very thing that you believe has worked for you up until this point. Goldsmith will provide the food for thought to uncover what may be holding you back, as well as coach you on how to change your behaviors to allow for higher levels of success.
by Dr. Rick Kirschner
In today's fast paced, crazy busy environment, establishing strong relationships with customers, colleagues and co-workers is even more important than ever. Kirschner provides practical strategies to enable you to "click" with even the most challenge individuals.
by Patterson, Grenny, McMillan and Switzler
This book goes into the broader, deeper levels of the fundamental principles of high-stake communications. The authors draw one's attention to the defining moments that can literally shape our lives, our relationships, and our world. This book helps one to enhance their skills and capacity to conduct successful crucial conversations in our super-charged, fast-paced, stressed-packed worlds.
by Susan Scott
In order to get what you want, you need to transform your everyday conversations with effective ways of getting your message across. In this book, Susan Scott will teach you how to overcome barriers to meaningful and effective communication, expand and enrich conversations with colleagues, family, and friends, and increase your clarity and improve understanding.
by Chalmers Brothers
We all understand what language is…or do we? What difference does it make anyway? Find out how language can improve your effectiveness and our success. Language can create balance and happiness in our lives. This book you will discover a powerful new way of understanding our language, your relationships, your results and, most importantly, youself.
by Robert Kegan and Lisa Laskow Lahey
What do you really want and what keeps you from getting it? This book introduces seven language styles that will transform the way you communicate. Utilizing the seven languages will enable you to become more effective in your communication as well as more aware of what inhibits you from your own success.
by Kim Krisco
Leadership is more than creating possibilities and energizing people. Leaders need to make things happen. Like it or not, leaders are judged on their accomplishments. A leader needs to make the shift from thinking about something to making it come true. You only have one life. To be a successful and fulfilled leader, you need to be successful and fulfilled in all parts of your life; social, spiritual, work, and your personal life. In this book, you will learn eight principles that will dramatically improve your success as a leader and a person, in all areas of your life.
by Tojo Thatchenkery and Carol Metzker
In this book, Thatchenkery and Metzker draw on their own research and recent discoveries in psychology and cognitive neuroscience to provide evidence on how appreciative intelligence can improve your life and your work. People with appreciative intelligence are realistic and action-oriented. They have the ability not only to identify positive potential, but to create a plan of action and capitalize on the potential. Appreciative intelligence can be developed and the authors provide exercises and tools to assist in this development.
by Daniel Goleman
Goleman draws on groundbreaking brain and behavioral research to demonstrate why some people with high IQs flounder and those with modest IQs become very successful. Factors other than knowledge intelligence are critical to our success. These factors include self-awareness, self-discipline, and empathy. Emotional intelligence can be nurtured and strengthened in adulthood, creating powerful results in one’s health, relationships, and work.
by Daniel Goleman
Goleman continues his research in Emotional Intelligence and applies his findings to the work place. Goleman contends that the secret of success is not in academic excellence but in the ability to acquire and utilize one’s emotional intelligence, no matter what field you are in, even technical careers. Individuals and organizations that learn to function in emotionally intelligence ways will be the ones that become and remain competitive and successful in today’s competitive market and into the future.
by Bill Joiner and Stephen Josephs
Without agility, the ability to initiate and lead change, leaders will end up standing still, or worse yet, falling behind. Joiner and Josephs provide a guide to leadership agility in action. In this book, they describe the competencies needed for each of the five levels of leadership and how to grow and develop from one level to the next. The authors use real life examples and stories to demonstrate their research and the mastery needed to sustain success.
by Seth Kahan
Kahan’s book is a practical guide for making and sustaining changes within organizations. The key to sustainable change is through engagement – the need to connect to people, to listen as much as to share ideas, and to involve as many key people as possible in the realization of the goals. Kahan contends that when the right people are having the right conversations and interactions, then the organization will begin to act in concert even in the face of ambiguity and change.