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LIVE OPEN CALL: Friday, August 7th, 2009
Call in to ask any question you may have in personal or professional development. It is easy, call 1.712.432.3900 at 9a PST | 12 noon EST | 5p London, August 7th, 2009 Email us for your access code: Coaches @ CoachingCircles.com (no spaces) via phone, free
OPEN CALL FOR COACHING PRACTITIONERS: Every 1st Friday of the Month
Check your calendar for the next First Friday and JOIN US. A time to share and obtain support for the coaching professional. Email us for dial-in details. Or, call us at anytime, 617.874.6923. via phone
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Workshops, seminars, conferences, etc. Get out there and participate! Events either in person or over the phone (worldwide access).
Open Heart Surgery By Robert W. Gunn and Betsy Raskin Gullickson
Comments (0)
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...
Opening the Doors of Communication By Jane Weddle Comments (0) Who is not interested in knowing more about themselves and about others on their team in order to work more effectively together? Let’s take a snap shot of Joe’s team, whom he desperately wants to improve his interactions with!
“Performativity: Mirrors May be Hazardous” by Robert Gunn & Betsy Gullickson
It's a cruel paradox: the harder we try to perform well, the less access we have to the inner resources that can help us the most. free
“The "I" in Teams” by Robert Gunn & Betsy Bullickson
How a leader behaves and, more important, how he/she thinks is an inescapable part of team DNA. free
“Whistling While You Work” by Robert Gunn
What you can do to transform the work experience from drudgery to exuberance. free
“Clarity” by Robert Gunn & Betsy Gullickson
Resist the urge to kick into effort or control to maintain mental equilibrium. free
“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
Alateen
SOCIAL SERVICE: Alateen helps young people recover from the effects of living with the problem drinking of a relative or friend.
Al-Anon
On average, each alcoholic affects the lives of at least four other people.
Drive: The Surprising Truth About What Motivates Us
BOOK: "Everything we think we know about what motivates us is wrong..."
Open Heart Surgery 
Opening the Doors of Communication 
