The personal web site of

Laurence S Lyons

+44 (0)870 787 2209










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.

Read Reviews







Financial Times Handbook of Management (3rd edition)

Executive Coaching

includes two global case studies at Aventis








Coaching for Leadership:
How the world's greatest coaches help leaders learn

"It's the single best collection of writings and writers on executive coaching”
-- Warren Bennis

The Institute for Management Studies (USA) selected Coaching for Leadership as "book of the month" award winner for October 2000 within days of publication.

Coaching for Leadership promises to be the seminal book on coaching and leadership,”
-- Chartered Institute of Personnel and Development CIPD (UK)

“Truly the best, most inspirational, enjoyable, motivational, realistic book I have read in a long time.”
Training, October 2000








Creating Tomorrow’s Organization:
 Unlocking the Benefits of Future Work

by David Birchall & Laurence S Lyons. Published by Pitman - Financial Times Management Series - ISBN 0 273 61094 5

A Best-selling Pitman Professional Publishing Title

As featured in Dillons Guide to the Best Management Books: Management for the Millennium series

Helsinki University Required Course Book - Virtual Organizations and Labour






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.






Embracing Change: The Director's Role

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.


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