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My article in the November 2015 edition of Coaching at Work reflects on the fact that leaders can become so embroiled in their work that they lose their identity: they have so totally dedicated themselves to achieving outstanding results that they’ve lost touch with the boundary between who they are and the job: they are the job. Coaching can guide them back to being whole, integrated beings again.

Contact me at lw@lindsaywittenberg.co.uk for a pdf of the article, or download it here if you subscribe to Coaching at Work.

Photo by ~dgies via Compfight

'Who are you - really?': article in Coaching at Work

Leaders can become so embroiled in their work that they lose their identity: they have so totally dedicated themselves to achieving outstanding results that they’ve lost touch with the boundary between who they are and the job: they are the job.

Identity and authenticity

For some people change appears unsafe because they fear they'll no longer be who they are. However, it's not behaviour or thinking patterns that define who we are. What inherently and uniquely defines ‘self’ are our deeply held (and possibly unconsciously-held) values, our natural talents, and what we need from our environments if we are to thrive. We each need to understand our true place in the various sets of relationships that comprise our lives - in other words, our systems. Constellations can help.

Resilience and transition: an intimate connection

The relevance of resilience to what can be the challenging process of transition is striking. Leaders have change imposed upon them through, for example, merger or acquisition, or they may be moving into new roles, to new organisations, new cultures, or new countries. During these transitions they need to rediscover their internal resources and call on (or build) fresh sources of resilience. The path to (re-)building resilience can be eased by written narrative and (re-)discovering purpose and meaning.

'Surviving poor leadership': new article in Coaching at Work

My article on my role as coach when I'm working with clients who have a very different concept of leadership from mine, or who are in organisations where the quality of leadership leaves something to be desired, has appeared in the Sept/Oct 2015 issue of Coaching at Work.

Building organisational wellbeing

A meaningful approach to organisational wellbeing will go significantly beyond tactics and process. Building and nurturing wellbeing has to be a way of being (albeit complemented by a set of actions) if it is to bring any significant results. It is part of the organisational culture – how people are with each other. Wellbeing is everyone’s issue: it is systemic.

'Become the Leader You Are': review by Mark McMordie

Mark McMordie, Director of Coaching at coaching company Coachmatch, reviews Lindsay's e-book 'Become the Leader You Are: Self-Leadership through Executive Coaching'

'Under the Influence': new article in Coaching at Work

My article on my own influence (and what happened when I found myself having an opinion rather than staying dispassionate) in coaching sessions has been published in the July/August 2015 issue of Coaching at Work magazine.

Highly Commended in Coaching at Work awards

At Coaching at Work magazine's annual conference on 1st July 2015 Lindsay was awarded Highly Commended for Coaching at Work's award 2015 in the category Best Thought Leadership Article/Series.

The challenge of leadership: what’s needed now?

The recent Sadler Heath event 'What's Needed Now?' - focused on an 'exploration of listening for the right thing to do' - highlighted big themes for me in relation to the role of leadership, responsibility, dialogue, and connection with the system.

Review of e-book 'Become the Leader You Are'

In this review of the e-book by Lindsay Wittenberg - 'Become the leader You Are' - Dr Carole Pemberton, Visiting Professor at the University of Ulster Business School, comments that it is as valuable for coaches as it is for leaders. She remarks that In this short but impactful book Lindsay shows her passion for leadership and for coaching as a means by which leaders can learn to be more at ease in their leadership of themselves and others.

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