Our newsletters give leadership tips, food for thought, and links to other resources. Recent issues are listed first. Enjoy, and feel free to subscribe. Older issues are PDF files, which may take longer to load for viewing.
Volume 16, 2013
- "A Key to Guiding Big Change" (Vol 16, Number 2)
Facilitate people’s learning by considering their needs in a systematic way—as a hierarchy of needs.
- "to Change or Not to Change?" (Vol 16, Number 1)
Coach and guide change by using and exploring opposite impulses. What can our resistance teach us?
Volume 15, 2012
- "Guiding People Through Change" (Vol 15, Number 5)
How do good leaders guide people to change, and through the transitions that make that change work? They have a vision for the final state, plan for the process, and make it possible to move through all the stages of transitioning from what was to what will be. Clear and responsive communication is required for success.
- "Leadership Coaching and ROI" (Vol 15, Number 4)
What are the measureable results from coaching? You may have to move beyond numbers; effective coaching includes both "hard" and "soft" growth.
- "When Millenials Rise, Businesses Strengthen" (Vol 15, Number 3)
What will improve the organization and benefit everybody in it, integrating different ages and strengths?
- "Choose the Right Coach" (Vol 15, Number 2)
What coaching experience should you seek in your own or your organization’s coach? The right kinds of savvy will lead to a better coaching relationship.
- "How Coaching Works" (Vol 15, Number 1)
How is coaching different from other sorts of training and consulting? Process, creativity, and relevancy all play into effective coaching.
Volume 14, 2011
- "Resistance to Change" (Vol 14, Number 1)
What if resisting change wasn’t just an obstacle, but a source of useful information?
- "Seek First to Learn" (Vol 14, Number 2)
When you change from needing to be right to seeking accuracy and truth, you often better serve your clients.
Volume 13, 2010
- "Transforming Your Mindset" (Vol 13, Number 1)
Bridge across specialities; integrate ideas from different disciplines.
- "Webinars, Conferences and Courses" (Vol 13, Number 2)
Strategic Planning Brass Tacks, Improving Communication and Decision-making, Managing Change: take advantage of education opportunities offered by Merryn Rutledge of ReVisions LLC.
- "Social Return on Investment and Employee Engagement" (Vol 13, Number 3)
How can organizations use Social Return on Investment? How do the things employees care about at work affect their engagement with the organization and its overall work and mission?
Volume 12, 2009
- "3 Ways to Be Strategic" (Vol 12, Number 1)
Strategic thinking—the habit of taking a wide view and looking ahead—remains as critical for business agility as limber limbs are to a body.
- "Spreading Hope" (Vol 12, Number 2)
In hard times, you have much on your mind and heart, and even more to do. Still, what is your special leadership contribution? Choice, and modeling.
- "Coping With Imposed Change" (Vol 12, Number 3)
How do you help the people you lead at the same time you are struggling to cope?
- "Meta Leadership Across Organizations" (Vol 12, Number 4)
Meta-leaders connect people and ideas, flying above their own organization high enough to see problems that one organization alone cannot solve.
Volume 11, 2008
- "An Organizational Partner" (Vol 11, Number 1)
What shape of work and what resources will be genuinely helpful? Let us plan how best to proceed.
- "Toward Inclusive Organizations, Part 1" (Vol 11, Number 2)
The journey to inclusiveness: organizational practices to evaluate and plan for diversity.
- "Toward Inclusive Organizations, Part 2" (Vol 11, Number 3)
Practices that contribute to becoming an inclusive work place.
- "Business in Dark Times" (Vol 11, Number 4)
Principles: responsibility and accountability, two companions in soundly run organizations.
Volume 10, 2007
- "The Practice of Presence" (Vol 10, Number 1)
How being present improves dialogue, collaboration, and meeting outcomes
- "Email: Handle with Care" (Vol 10, Number 2)
Practices that lead to successful communication
- "Trying Their Best" (Vol 10, Number 3)
A habit of mindful openness that leads to improved communications
Volume 9, 2006
- "Developing Leadership Insight" (Vol 9, Number 1)
Develop as a leader with feedback, reflection, and guides
- "Leaders as Storytellers" (Vol 9, Number 2)
Shared stories support team passion and purpose
- "Collaborative Problem-Solving" (Vol 9, Number 3)
Clearly defined steps for successful team problem-solving
Volume 8, 2005
- "Going Beyond Barely Managing" (Vol 8, Number 1)
Instead of managing by reaction, lead with reflection and planning
- "Meetings and Sound Decision-Making" (Vol 8, Number 2)
Agendas, specific meeting roles, group guidelines and meeting evaluations facilitate productive dialogue
- "Creating Strategic Know-How" (Vol 8, Number 3)
How both ongoing strategic thinking and a concrete, formal plan help your organization
- "Intentionally Managing People" (Vol 8, Number 4)
Develop and sustain employees with clear guidance, direct feedback, and jobs aligned with organizational goals
Volume 7, 2004
- "Making Improvement Continuous" (Vol 7, Number 1)
Improving has to be second nature throughout the organization
- "Begin with the End in Mind" (Vol 7, Number 2)
How do you find the right solution to what you think is going wrong in your organization?
- "Finding Points of Leverage" (Vol 7, Number 3)
How do you find the critical few places to focus on?
Volume 6, 2003
- "The Listening Organization" (Vol 6, Number 1)
Periodic organizational assessments ensure a focus on what needs doing
- "Consensus Decision-Making" (Vol 6, Number 2)
Decisions stick when you develop true consensus
Volume 5, 2002
- "Improving Board Effectiveness" (Vol 5, Number 1)
Create a Board with healthy processes and norms
- "Providing Feedback is a Leadership Key" (Vol 5, Number 2)
Give feedback in ways that motivate people to improve
Volume 4, 2001
- "Doing Fewer Things Better" (Vol 4, Number 1)
Setting priorities and following through
- "Remembering to Do What Matters" (Vol 4, Number 2)
Taking time for reflection, guided by a coach
Volume 3, 2000
- "Stuck in an Ice Floe" (Vol 3, Number 1)
Talking across difference and imagining beyond barriers to thinking creatively
- "Strategic Planning as a Cycle of Learning" (Vol 3, Number 2)
Making strategic thinking second nature in your organization
Volume 2, 1999
- "Leaving People Out" (Vol 2, Number 1)
Locking people out at four gateways to organizations
- "Resource for a Learning Organization" (Vol 2, Number 2)
Improving dialogue skills, decisions and your organization's agility
- "How's Your Conflict Management System?" (Vol 2, Number 3)
Understanding and reforming your organization's ways of dealing with conflict
- "Use Past, Present and Future Talk to Lead" (Vol 2, Number 4)
Paying attention to how talk at work both reflects and creates our experience of it
Volume 1, 1998
- "Coaching Strengthens Coaches, Too" (Vol 1, Number 2)
Using peer coaching to strengthen the team and improve the system's efficiency
- "Lifting Groups Out of the Groove" (Vol 1, Number 3)
Gathering new ideas, agreeing on broad categories and setting priorities while hearing every voice
- "Laying Groundwork for Change" (Vol 1, Number 4)
Reckoning with loss as part of change initiatives
- "Motivating People to Change" (Vol 1, Number 5)
Using "Appreciative Inquiry" to ask, "what is going right in your organization?"