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In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

By Marshall Moore February 18, 2014 Shared by Kelly Ross, MSLOC alumnae and MSLOC Coach in the Organizational and Leadership Coaching Certification program. "Good coaches get results, respect, and awards-just ask the three managers recently inducted into the Baseball Hall of Fame. But what makes a coach or mentor good? One school of thought says they should hold their mentees to specific performance benchmarks and help them reach those benchmarks by targeting their personal weaknesses. Popofatticus But new research suggests a different tack-namely, to nurture a mentee's strengths, aspirations for the future, and goals for personal growth. Indeed, studies suggest that this positive approach is more effective at helping people learn and change; for instance, it helps train business school students to be better managers, and it is more effective at getting patients to comply with doctors' orders."

The poetics of presenting, or why beautiful metaphors are better than beautiful slides. 08/28/2013 by Maria Popova Shared by Georgianne Hewett, MSLOC Student, on Twitter - @georgianneh Discusses Nancy Duarte, author of Resonate, an assigned book in the MSLOC Foundations class.

By Kelly Ross, MSLOC 2011 Today's increasingly global business world is resulting in more organizations sending employees to work outside their home countries as expatriates. Organizations incur tremendous costs to support expatriate assignments, which can be challenging for the employees. This study defines characteristics of successful expatriates and assesses how coaching can support the expatriate's success.

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.

Author: Irene Hayes (MSLOC Student) Date: Jan 14, 2014 Shared by: Sandy Schwan (MSLOC alumnae) on her blog, Evolving Strategies

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

Author: Peggy Troyer (MSLOC Alum) Date: NA Shared by: Sandy Schwan (MSLOC Alum), on Evolvong Strategies blog Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?

11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

Renetta McCann, Leo Burnett Chief Talent Officer and MSLOC alumnae reminds us that at one point in time, those who worked were looked down upon. Now, we wear our jobs on our sleeves like badges of honor. When did our views on work change, and how can we reframe what's expected from an office environment to improve our professional experiences?

By Maria Konnikova March 8, 2014 Shared by Jeff Merrell, MSLOC Associate Director ""I HATE quotation. Tell me what you know," Ralph Waldo Emerson wrote in his journal one spring day in 1849. He was talking about a very specific tendency. When we're faced with an issue that's meant to be thought provoking (in this particular case, immortality), we reach for the easy way out. "I notice," he writes, "that as soon as writers broach this question, they begin to quote." Quotation becomes a way not to add depth to your thinking, but to avoid thinking in the first place. Welcome to the world of the Internet. What would Emerson have made of it? Examined from one perspective, it's a place that provides endless fodder for the type of anti-thought he despised. He would have shuddered to find himself quoted and requoted millions of times (make that millions plus one), often with little understanding of who he was or what he stood for. Decontextualized knowledge - snippets that stream past as links, tweets, posts, memes - dominates. "

November 25, 2013 by Lisa Evans Thanksgiving provides an opportunity to reflect on all that we're grateful for, but for some companies, gratitude is not a once-a-year occasion, but is a value embedded in their company culture. Shared by Dorie Blesoff, MSLOC Instructor

Shared by Dorie Blesoff, MSLOC 441 Designing Sustainable Strategic Change Instructor

Karen Kimsey-House, Henry Kimsey-House, Phillip Sandahl, Laura Whitworth (2011) Required reading for 2013, MSLOC 454 (Coaching Fieldwork)

Practical Issues for Organizations: An Open Online Seminar Fall 2013 Facilitators: Jeff Merrell, MSLOC & Kimberly Scott, PhD

April 2014 Blog post by Swati Sarupria, MSLOC Alumna on Sandy Schwan's Evolving Strategies blog. "Values are enduring patterns of belief that we, as individuals, consider to be fundamentally important in our personal lives. They consciously or unconsciously guide our thoughts and actions. The alignment of values also forms the basis on which a group of people might flock together - like runners running for a common cause, or activists rallying against an unfavorable policy. Values influence who we get close to and forge stronger friendships with. In some ways, values help define our individuality. However, are values really only relevant to our personal lives? How many of us pay attention to values in the context of our jobs and organizations?"

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.

By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

March 28, 2014 By Torben Rick Shared by Sandy Schwan, MSLOC alumna "Organisations must become increasingly able to change quickly and easily. The business must be flexible yet capable of implementing and sustaining organisational change. Deciding what to change is one thing. Making changes stick is another. To improve your odds, use this change management checklist:"

Gallup Business Journal by Robyn Reilly January 7, 2014 Only 13% of employees worldwide are engaged at work. Managers everywhere can help solve this problem -- and reap the benefits of higher employee engagement. Shared by Sonya Perez-Lauterbach, MSLOC student via Twitter

Purposeful organization through social technology Shared by Jessica Catz, MSLOC alum via Twitter on January 7, 2014