A journalfor the

continuation of

mastery level

Corporate Executive Coaching

__________Vol 1 issue 1Winter 2016

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Editorial Board ChairmanBarrie Hinton

General ManagerCB Bowman

DirectorCB Bowman

Research EditorBarrie Hinton

ColumnistExecutive Coaches

Leadership ConsultantsBusiness Leaders

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Our objective with the new redesigned “InGage” quarterly journal is to align it with the promotion of mastery-level coaching.

We will focus on topics identified by the Association of Corporate Execu-tive Coach’s recertification requirements for their “Master Corporate Ex - ecutive Coach ” certification.

This consist of the following 4 areas: Advanced Coaching Competency Business Acumen Growing and Sustaining Your Business Electives

We hope that you find the research of interest and we welcome your feedback.

From the office of the PresidentWelcome to our updated journal of InGage

Future issues will allow for advertising. Please submit request to CB Bowman, cb@acec-website.org

We welcome contributing writers. Please contact the editor Barrie Hinton, barrie@lascombe.com for pub-lication dates and to submit content.

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The business world is abuzz with mind-fulness. But perhaps you haven’t heard that the hype is backed by hard sci-ence.

Recent research provides strong evi-dence that practicing non-judgmental, present-moment awareness (a.k.a. mindfulness) changes the brain, and it does so in ways that anyone working in today’s complex business environment, and certainly every leader, should know about.

Read more: https://hbr.org/2015/01/mind-fulness-can-literally-change-your-brainby hard science.

Mindfulness should no longer be considered a “nice-tohave” for executives. It’s a “must-have”: a way to keep our brains healthy, to support self-regulation and effective decsion-mak-ing capabilities, and to protect ourselves from toxic stress.

Mindfulness Can Literally Change Your Brain

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You might wonder how Tribunals manage to determine the “right” value, given the gap between the experts’ opinions. Do they just give up and “split the baby”? What drives such wide differences in value?

Are experts taking extreme posi-tions on the same issues to support their clients?

In most cases that’s not true and misunderstands what may have driven the experts to different con-clusions.

Read more: http://sloanreview.mit.edu/ article/the-power-of asking-pivotal-ques-tions/

PwCs analysis of nearly 100 Tribunal awards over a 25-year period identifies some good explanations for these wide dif-ferences. In this article PwC consider some of the key driv-ers of the gap and what can be done to bring experts closer together.

Dispute per-spectives - Bridging the gap between experts

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In a rapidly changing business landscape, executives need the ability to quickly spot both new op-portunities and hidden risks.

Asking the right questions can help you broaden your perspective — and make smarter decisions.

Good strategic thinking and deci-sion-making oftenrequire a shift in perspective — particularly in envi-ronments characterized by signifi-cant uncertainty and change.

Read more: http://sloanre-view.mit.edu/article/the-power-of-ask-ing-pivotal-questions/

The Power of Asking Pivotal Questions

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Looking to enhance the perfor-mance of your multicultural team in 2016?

As a leader, you need to proactively build comon bonds to create the conditions for success.

This is an essentialpart of engender-ing trust and establishing the shared sense of values and identity, which are so fundamental to your team’s achievements.

What will you do?

Read more: https://www.london.edu/faculty-and-research/lbsr/li-ten-tips-for-leaders-in-2016?utm_campaign=238381_MC_LBSR_Emails_FY16_Jan_DM&utm_medium=email&utm_source=DotMailer&utm_content=elbsr_2016_Jan_NYTop10Tips_LnkBtn_CATLeadership&dm_i=2SVQ,53XP,2BXETS,EYVA,1htt

Ten Tips for Leaders in 2016 from London Business School’sLeadership Insti-tute

The unconscious bias that hinders womens’ success in for-mal leadership selection processes arises in informal in-teractions as well.

The informal exchange of advice between team members can affect how leaders are perceived.

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Some people are born to break the rules. Most aren’t. And this, it turns out, is bad for business.

Think about the ways that most com-panies try to get an edge over the competition. They try to find new mar-ket segments, identify cost savings, or try to retain the best people by putting fruit out in the kitchen once a week. These measures will yield incremental improvements at best.

Read more: https://www.london.edu/fac-ulty-and-research/lbsr/breaking-bottle-necks?utm_campaign=238381_MC_LBSR_Emails_FY16_Jan_DM&utm_medium=email&utm_source=DotMailer&utm_content=elbsr_2016_Jan_Bottlenecks_LnkBtn_CATLeadership&dm_i=2SVQ,53XP,2BXETS,EYVA,1 - h

Breaking bottle-necks - Turn your industry upside-down by flouting the rules.

By stepping back and taking a macro look at the field you work in, the changes you make put you ahead of the rest by default – if it’s an industry-wide problem you solve just for your company, all your competitors are immediately found wanting.

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In uncertainty, both the strategy process and the strategy itself need to change.

The most effective leadership teams fo-cus on the vital few uncertainties that matter, understand the possible scenarios that could develop and identify the criti-cal trigger points that signal a swing to one scenario or another—we call these signposts.

This leads to a clear and actionable port-folio of strategic actions that balance commitment with flexibility.

The goal is to prod leadership to monitor change on a regular basis and move ahead of competitors as future states be-gin to take shape.

Rather than adopting a wait-and-see ap-proach to planning and investment, lead-ership is aligned and “pre-committed” to take specific action under different cir-cumstances.Read more: http://www.bain.com/publications/articles/a-strategy-for-thrivi

A Strategy for Thriving in Un-certainty

There was a time when turbulence and uncertainty were most prevalent in industries like technology or pharmaceuti-cals, where innovation and disruption present daily chal-lenges. Or disruption was episodic—a temporary supply shock or a a cyclical lull in the economy. But increasingly, finding a way to sustain profits and reach full potential amid a constantly shifting landscape is the central challenge in ev-ery market.Bina Chaurasia - Graduated with a master’s degree in man-agement and human resources from Ohio State University and a master’s degree in philosophy from the University of Wisconsin

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It’s been more than a decade since Ericsson relied on its own mobile-phone production, and nearly four years since it sold its stake in the Sony–Ericsson joint venture.

In 2010, Ericsson embarked on a jour-ney to reframe its strategy and be-come a leader in telecom services, software, and hardware.

This strategic shift brought with it a talent challenge, as new marketsand priorities required different capabili-ties.

In this interview conducted by McKin-sey’s Simon London, Bina Chaurasia, Ericsson’s chief human-resources offi-cer, describes how the company has revamped HR in response—increas-ing its agility, coordination, global scale, and ability to leverage data an-alytics.

Read More: http://www.mckinsey.com/in-sights/organization/how_ericsson_aligned_its_people_with_its_transformation_strategy

How Ericsson aligned its people with its transforma-tion strategy: An in-terview with chief HR officer Bina Chaurasia

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Lord Davies has published his final re-port on improving the gender balance on UK boards. His plea, made in 2011, that women should hold 25% of FTSE 100 board positions by 2015 has been met.

However, the report finds that there is work to be done in increasing the num-ber of women holding executive and senior leadership positions.

Lord Davies has also set a new target of 33% female board representation across the FTSE 350 by 2020.

Read more: http://www.linklaters.com/In-sights/Publication1005Newsletter/UK-Corpo-rate-Update-12-November-2015/Pages/Lord-Davies-sets-new-target-women-boards-2020.asp x

UK Corporate Up-date - Lord Davies sets new target of 33% women on boards by 2020

At 1 October 2015, there are no male-only boards inthe FTSE 100 and women hold 26.1% of board positions in those compa-nies, compared to 12.5% in February 2011.

Within the FTSE 250, women hold 19.6% of board positions, but there remain 15 male-onlyboards.

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