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“The ones who are crazy enough to think they can change the world are the ones who do.”

See this fun 1-minute video, narrated by Steve Jobs, to be inspired by the courage of those who step out of the box to stand up for what they believe in – and who change the world. The personalities in the video are all people who have created big, and even global, change – but we can all change our little piece of the world by having the self-belief to put our passions into action, no matter if that means swimming against the tide.

It was Ghandi who said: “Be the change you want to see in the world”. What wisdom.

Photo by Beat Küng via Compfight

The crazy ones

"The ones who are crazy enough to think they can change the world are the ones who do."

Trust at work

Leaders who trust their people, and who are trusted, tend to be rewarded with engagement, motivation, discretionary effort, creativity, retention, integrity and better decision-making. Look to the NHS for some examples of trust that's missing.

Throwing light on the coaching journey

“Visible reality is only a small crumb of what's really out there". 'Light Show' at the Hayward Gallery in London illuminates the coaching relationship as enabling the coaching client to see their challenges and their options with greater clarity.

Obvious to you, amazing to others

Obvious to You, Amazing to Others‘ is an engaging little 98-second cartoon about the value of not underestimating your creative talents: to you they’re normal and everyday, but to others they may be exceptional, exciting and inspiring. Thank you to the 30 Day Challenge, run by Screw Work Let’s Play, for alerting me to this. It’s an energetic programme, supporting and challenging participants to stop just thinking about or talking about what they love doing – and to start taking some action.

The coach's presence - and the leader's results

Simply by being there, in the room with the client, as coach or therapist or consultant, we impose our ego – whether by directing the conversation via the next question we ask, offering an interpretation, offering a particular exercise or experiment, or picking up on this or that point that the client makes. In the process of building a co-created relationship, how can we not get in the client's way?

The leader, executive coaching - and lack of ego

One of the foundation stones of executive coaching is the need for the coach (and the coaching) to be ‘ego-free’ (or at least ‘ego-minimised’). If the coaching client is going to achieve meaningful and lasting results, the coach has to get out of the way: they need to open doors (and windows) but the executive’s success will be what they create for themselves.