A few years ago, after working with a business coach, I decided that self-care would be the central focus of my work. I chose a group coaching model where I bought 20 women at a time through a 10-week self-care reconditioning. This process included web content, group phone calls, and culminated in a three-day in-person
“Let’s have a working lunch so we can make sure to get through all the content.” When a client says something like that to me, I experience contraction and agitation. Why? Because this frame places a premium on the “content” (or the “it”). I am now simply a “content” dispenser and the groups I’m
Recently I was hired to work with an intact team whose presenting issue was poor communication, with associated breakdowns in collaboration and decision-making. They knew they “needed to communicate better,” and by all accounts, they were absolutely right.
I needed a breakthrough. Two important group facilitation events loomed in my near future. While I felt excited about them, I also felt terrified. As a lifelong writer who is more comfortable in the writing cave and in one-to-one mentoring situations, the very thought of guiding a group of writers gave me a chill. This
Increase transparency. Share power. Create self-managing teams. Become a learning organization. If you’re an evolutionarily-minded leader and you want to embrace the future of work along these lines, how do you do it? Are all self-managing systems of governance more or less the same, or are some better suited for your existing culture? Is your
