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By Aliah D. Wright in SHRM MSLOC alumnus, Judah Kurtz, is quoted in this article. Embrace the Inevitable For any of this to work, companies are going to have to take a leap of faith and embrace working in new ways. "To communicate more extensively and effectively, embracing technology inside the enterprise to leverage that is going to become that much more essential," said Judah Kurtz, senior manager of the talent solutions practice and an executive coach in the executive coaching practice at BPI group in Chicago. "If you can understand the knowledge and expertise of people throughout the organization … [they] are the ones who are going to be able to share information and documents and best practices and data or whatever ends up becoming an opportunity for us to have this back-and-forth dialogue," he said. Experts say that's when the real benefits begin.

Mary Beth A. O'Neill (2007) Required reading for 2013, Hudson Institute

By Jeanne Ebersole, MSLOC 2012 Few women hold roles at the top levels of organizations and of those who do, many have reported their intent to leave within five years. This study investigates the transition experiences of executive women who have opted out. It explores the genesis of their desire to opt-out, the support they received and would have liked to receive as well as the role of coaching in the process. Participants reported experiencing a distinct transition process with identifiable phases and that coaching would be useful in the transition.

Thorough list of books, including abstracts, suggested for executive coaching.

Forbes By Senia Maymin, Ph.D. and Margaret H. Greenberg March 3, 2014 Shared by Ashley Boehm Punzalan, MSLOC Student "One of our clients, Kevin, had a goal to complete a redesign of his website by the end of the third quarter. However, as a business owner, he never seemed to find the time to focus on it while juggling dozens of other responsibilities. "At the end of each day, it just falls off my to-do list because more urgent things pop up," he told us. As executive coaches, we work with highly successful people like Kevin who are usually quite good at getting things done and getting good results. But … sometimes these same clients find it hard to achieve their more strategic or longer-term goals due to day-to-day demands. Usually, they are missing just one ingredient. The following study gives a hint of the missing puzzle piece."

Author: Phyllis Korkki Date: April 12, 2014 Shared by: Jessica Catz, MSLOC Student Who really makes the changes in an organization? It's not always the people with the highest executive titles. A growing body of research has pointed to the importance of informal leaders known to researchers as "brokers," who have the gift of connecting employees in productive new ways.

Author: Lex Sisney Date: April 17, 2014 Shared by: Andee Weinfurter, MSLOC student In a previous post I shared that every business has mass, which is a measure of its resistance to change. The challenge in getting an organization to change direction is the fact that its mass isn't neatly self-contained. Rather, it's scattered throughout its people, systems, structures, and processes - and the collective inertia causes resistance to change. In order to get the organization to execute on its strategy, you've got to get the mass contained and headed in one direction.

This book by Lawrence G. Hrebiniak is recommended by BK Simerson, MSLOC 431 Leading with Strategic Thinking Instructor. It is not focused on learning and organizational change but is a very useful book.