Lauren is a Certified Professional Co-Active Coach a Master Certified Coach and the author of a new book "The Trouble with Thinking" Phone or In Person Coaching
SYNTHIA SMITH
Synthia has over 25 years of Fortune 5 and independent business experience in executive coaching, training, human resources, geoscience, management, project management and consulting.
JOHN MCCABE
John works with typically manufactuing executives to clarify their goals and to devise effective means to achieve identified outcomes.
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Open Heart Surgery By Robert W. Gunn and Betsy Raskin Gullickson
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Even in business settings, human connectedness happens heart-to-
heart. Making transformational change almost like open heart
surgery.
"If you want to see how indispensable you are," goes an old saying, "put your hand in a bucket
of water, and then pull it out. See how big a hole you leave."
That sentiment may comfort all of us who have had to pore over staffing spreadsheets,
choosing who will stay and who will go in the rounds of layoffs, downsizing, right-sizing or
buzzword-du-jour that have cycled through the baby boomers' management careers. It could
have been voiced, too, by a Board who recently decided to bring in an outsider to replace its
departing CEO. The internal candidate considered by most to be a shoo-in for promotion to
the top spot was terminated.
The outsider looks the part of CEO, acts the part, is the part. To the external world he's a
great choice, who has exactly the capabilities that are needed to take the company to the
proverbial "next level."
How different it looks from the inside! Although the internal candidate had known for several
months that he would not be chosen, the announcement came as a shock to employees. Like
the day Kennedy was shot, "where were you when you heard about the new CEO?" is
something everyone shares. People's expectations and hopes for the future were in free fall,
like a car breaking through the guardrail. Nothing anyone could do but wait for the inevitable
crash as they hit bottom.
For a few weeks, there was a complete absence of power - as if the company were in a
blackout. Someone had shut off the switch. No lights, no energy, no forward movement.
Everything stopped.
Continued...
The “Golden Hour” So you’ve just been promoted. Congratulations …and now what?
The Neuroscience of Leadership: The Brain and Change By Judith Bell Leaders who understand what is occurring in the brain while learning is taking place can create an environment in which people are free to make mistakes and learn from them.
“Being Here” by Edward Teach
Making big changes in a business is always difficult. Can managers make it easier by mastering the art of “presence”? free
“Who's Leading Now?” Alicia M. Rodriguez
What does it take for an organization to develop leadership capabilities for the future? free
“The Elephant in the Room: Organizational Silence” by Alicia Rodriguez
Imagine that you walk into the Boardroom for a meeting with your senior staff. In the middle of the room sits a large, angry looking elephant. free
“Seven Neurotic Styles of Management” by Dr. Kurt Motamedi
Here are the 7 examined in detail.
1. The Explosive
2. The Implosive
3. The Abrasive
4. The Narcissist
5. The Apprehensive
6. The Compulsive
7. The Impulsive free
SharpBrains: Brain Fitness for All
WEBSITE: SharpBrains is an independent market research firm and think tank covering the emerging brain fitness market
The Art of Changing the Brain: Enriching the Practice of Teaching by Exploring the Biology of Learning
BOOK: The Art of Changing the Brain is grounded in the practicalities and challenges of creating effective opportunities for deep and lasting learning, and of dealing with students as unique learners.
Al-Anon
On average, each alcoholic affects the lives of at least four other people.
Open Heart Surgery 
The “Golden Hour” 
The Neuroscience of Leadership: The Brain and Change 
