Timothy Gallwey was a tennis coach, who through a strange set of circumstances, found himself coaching a large corporation in desperate need of change. He met with the top leadership, and they all enthusiastically agreed he was the man to facilitate the change. They just had to figure out how to get started. An

  I recently started working with a large employer in my area to help them develop leaders throughout the organization.  They do not have a culture of strong commitment, accountability, or results.  Instead, their culture is one that over-does-it when it comes to personal autonomy: nobody can tell anyone else what to do. A major

  Timothy Gallwey was a tennis coach, who through a strange set of circumstances, found himself coaching a large corporation in desperate need of change. He met with the top leadership, and they all enthusiastically agreed he was the man to facilitate the change. They just had to figure out how to get started. An

  Tell me if this voice sounds familiar: “You’re out of your depth.” “You’re going to look like a fool.” “They aren’t going to like you if you do that.” This voice in your head is your inner critic. Everybody has one. The inner critic tends to exaggerate, but there is enough truth (and maybe

  Many of our readers coach clients who serve within organizations such as businesses or churches.  In these settings, I’ve noticed three roles that can be helpful to explore with clients.  Broadly speaking, there are three ways one can engage others when it comes to making and carrying out decisions: lead, collaborate, and follow. Lead.

  Like many readers of the CAM blog, I have the privilege (and responsibility) of coaching business owners and leaders.  My business clientele ranges from the owner of a 2-person pressure washing business to the ownership team of a $200 million energy company.  And there’s lots of variety in between those two examples.  Whatever the