Vesa Ristikangas, one of the co-founders of BoMentis Oy – Coaching House Finland, a leadership coach, and a seasoned coach trainer, has been awarded the ICF (International Coach Federation) title of MCC, the Master Certified Coach.
The basic role of a remote manager is the same as that of a middle manager: to lead the operation. However, the old way of leading no longer works.
If I were asked to describe the recent times in one word, multi-site work is the first that comes to my mind. Organizations are feverishly thinking about how to return to office work, if they return, and how to organize future work. There are many questions and tensions, and for a reason.
Perhaps the biggest upheaval in our working lives began with the Covid-19 pandemic. As a nation, we had to take a huge leap and learn many new digital skills.
A coaching-based organizational culture is a description of an operating culture composed of strong self-direction, accountability, agility and solution-orientation. Further, joint goals, continuous learning, collaboration, and outspokenly handling contradictions are integral parts of a coaching-based culture.
Benefits of systemic coaching skills are multifaceted. Systemic coaching helps the client to understand their thinking more deeply, as well as the surrounding phenomena and relations they have with the system.
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Regardless of the current state of the management team (poorly functioning, satisfactory, good, or high performance), development is always possible. It is a process that involves the whole group.
Gravitas is one of the Ancient Greek virtues, a combination of “dignity, impressiveness, seriousness, influence, weight and presence” in the words of Caroline Goyder, a specialist voice coach and scholar on the topic. How to develop gravitas as a team coach?
Virtual teams and how to coach virtual teams have a number of differences compared with co-located teams. In this blogpost, Clutterbuck discusses the key factors to remember when preparing a virtual team for coaching.
How do I focus on one thing at a time, when there are plenty of things to do? Where to find the motivation of doing things and finishing the tasks? Where to find enough perseverance?
One of the simplest methods of developing greater self-awareness is to allocate time regularly to revisit recent experiences and seek insights from them. A simple structure for this is the quartet of questions:
BoMentis Ltd turns 20 years this year. During the past two decades the company has grown into a significant management consulting company. We have learnt to develop our own practices through encounters with thousands of management teams, leaders and organizations.
Teams are the cellular structures that make the corporate body work. Without teams, it would be next to impossible to organise large, complex tasks. Yet teams rarely perform as well as they might.
If there are issues in the team, what should the team coach do? Professor David Clutterbuck gives his tips.
Every beginner coach or mentor goes through a phase of questioning their own competence, based upon a sense that they could (or should) have had so much more impact.
The concept that humans are composed not of one single self or personality, but of numerous different “selves” that think and behave differently in response to different stimuli, is now well entrenched.
Having a team full of superstars doesn’t lead to high performance, according to research by Roderick Swaab. His researches indicate that when two-thirds of the team are star performers, they co-operate less and become more competitive with each other.
As a top management team aims for the stars, it might end up landing on the moon, if the core of its teamwork is not good enough.
There are a number of models of team development, which provide perspectives on how teams evolve over time. Most commonly cited is Tuckman’s four stages of forming, storming, norming and performing.
