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One of LWL’s clients had been through a bruising experience which brought to an end her career as a high potential in a large multinational. Her emotional and psychological response was dramatic: she lost much of her sense of career direction and apparently much of her sense of self-worth, and I, as coach, began to suspect that she needed counselling. However, I realised that I might have been getting drawn in to the client’s catastrophising and that what this client really needed was simply some practical career coaching. As a result of that reflection, I am now clearer about challenging some of my own assumptions and cognitive filters and giving the client more space to clear theirs too.
See more in my article in the May/June 2015 issue of ‘Coaching at Work’ or contact lw@lindsaywittenberg.co.uk for a pdf
Photo by: Nicholas A. Tonelli via Compfight
Clear the Undergrowth: new article in Coaching at Work
A client who had lost her role as a high-potential in dramatic circumstances may have needed counselling - but her coach realised that even more than this she needed some straightforward, practical career coaching. See Lindsay's article 'Clear the Undergrowth' in Coaching at Work
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Wellbeing: a direct impact on the bottom line
Organisations with high levels of wellbeing retain their people and in many other ways too, profitability, efficiency and effectiveness increase as wellbeing increases. Positivity breeds positivity. A sense of purpose – which gives meaning to an organisation’s work and the work of its employees – is a critical factor in the building and sustaining of wellbeing.
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'Become the Leader You Are': the e-book is published
‘Become the Leader You Are: Self-Leadership through Executive Coaching’ - the e-book written by Lindsay Wittenberg - is now published and available for download.
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Power Games: new article in 'Coaching at Work'
'Power Games' - Lindsay's article in the March/April 2015 issue of 'Coaching at Work' explores the use of power in the coaching relationship - and particularly how some clients hand over their power to their coach. This can provide a useful dimension on how clients use (or fail to use) their power at work.
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Neuroscience of Decision Making and Risk
Our workshop for coaches, consultants, and trainers ‘The Neuroscience of Individual and Group Decision Making and Risk' with neuroscientist Dr Geoff Bird will take place in London on Thurs 30th April 13.30-17.00. Sign up here
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Leading across Cultures
To work effectively with difference, the starting point is to understand and be aware of oneself: behaviours, emotions, interpretations, assumptions, and the impact of assumptions. It means taking a holistic view, being curious, and holding back from making judgments of the worth of this or that person, or from jumping to conclusions. Leaders who are culturally aware create sub-cultures of greater trust, more effective communication, healthier relationships and leadership that releases infinitely more potential.
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Factors in managing the executive career
Executives who have taken their careers in hand in a holistic sense, thinking ‘whole-life’ rather than simply in terms of the next apparently logical step on the ladder, are more likely to enjoy career longevity and deliver the fullest value for themselves and their organisations. The Wittenberg Career Coaching Model weaves together multiple factors within multiple perspectives to take account of this ‘whole-life’ approach.
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Step back to go forward
Coaching clients who can't see the bigger picture of their challenge can look their problem in the eye by externalising the issue: working with the systemic factors of their environment can bring a fresh perspective and acknowledging ‘what is’ often makes a new solution possible.
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Your personal brand: a marketable identity
Your personal brand conveys what makes you compelling, memorable and interesting, and becomes increasingly important the more senior the roles you take on. Expressing your personal brand relates to your passions and the sources of your personal fulfilment, your values and your achievement, your strengths and your reputation, your personal vision and your thought leadership.
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