Coaching for Leadership: SECOND EDITION The Practice of Leadership Coaching from the world’s greatest coaches
When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. This second edition updates and expands on the original book and brings together the best executive coaches who offer a basic understanding of how coaching works, why it works, and how leaders can make the best use of the coaching process. This thoroughly revised edition reflects recent changes in coaching practices, includes well-researched best practices, and provides additional guidance and tools from the greatest leadership coaches from around the world. Each chapter in this important volume addresses a proven application, offers key principles of practice, and highlights critical learning points.
The Virtual Organization as Competitor: — Your worst nightmare
in The Financial Times Handbook of Management
The New Competition
Pause a moment, and carry out a simple mind experiment: imagine your worst competitor.
What does it look like? Perhaps it has unusually small capital requirements. Undoubtedly it always has the optimum number of people working for it, exactly as and when it needs them. It is both flexible and adaptive. It is readily able to change its tactics at the drop of a hat. If it should so wish, it enters or even creates new markets at a moment's notice; and on top of all those advantages, it is also enormously productive.
in The Institute of Directors Guide to Teleworking
Not simply a fad
Directors are continually bombarded with new ideas and opportunities jostling for their attention. Some of these ideas are simply crazy and can be instantly dismissed. Other suggestions may seem interesting initially, yet disappoint in the light of experience. A much smaller number of ideas will turn out to be absolutely vital to the business. The director or board must identify which ideas fit into which categories, sorting the wheat from the chaff, and then act accordingly.
So, is Teleworking a silly suggestion or a brilliant idea? The answer depends on what one means by "telework" and whether significant benefits are indeed on offer to your organization.