Source Material
The course curriculum for our coaching programs is derived from the following sources. No, these are not required. But if you want to get the upper hand, here is some reading that will prepare you for our work together.
Thinking, Fast and Slow
Daniel Kahneman
Of the two systems in your mind, system one is biased, scared, and emotional, and system two is methodical but easily tired.
Essentialism
Greg McKeown
Remove things from your life that don’t move you toward your purpose.
Mindset
Carol Dweck
People have either a fixed or growth mindset and it greatly affects everything they do.
How Emotions Are Made
Lisa Feldman Barrett
Thinking and feeling are, neurologically speaking, the same thing to your brain.
Presence
Amy Cuddy
Everyone suffers from imposter syndrome. Here’s how to fix it.
The Big Leap
Gay Hendricks
Successful people are often held back by their own limiting beliefs.
Games People Play
Eric Berne
People follow the life scripts inadvertently laid down by their parents. Games are patterns that evoke an emotional payoff based on these life scripts.
Never Split The Difference
Chriss Voss
Negotiations depend on gaining trust through building empathy.
Radical Candor
Kim Scott
Provide feedback that is based in a genuine interest in the person's well-being.
Give and Take
Adam Grant
Successful people tend to give more freely than they ask for things in return.
Teams of Teams
Gen. Stanley McChrystal (ret)
Hierarchical organizations will fail to adapt to a networked world. Breaking down functional silos and opening up information is critical to flexibility.
Drive
Daniel Pink
Hierarchical organizations will fail to adapt to a networked world. Breaking down functional silos and opening up information is critical to flexibility.
The Goal
Eli Goldratt
The throughput of a system is governed by its bottlenecks.
Turn the ship around
David Marquet
Move the authority to where the information is.
Dare to Lead
Brené Brown
Leaders need to embrace their vulnerability.
The Gervais Principle
Venkatesh Rao
Senior executives, managers, and individual contributors see the world very differently and speak different languages.
What to Ask the Person in the Mirror
Robert Kaplan
Leaders need to have a clear vision, and delegate to a clear successor. Build reflection time into your schedule or it just won’t happen.
The Seven Habits of Highly Effective People
Stephen R. Covey
Start with the end in mind. Seek to understand before seeking to be understood.
Flow: The Psychology of Optimal Experience
Mihaly Csikszentmihalyi
Challenges must be fit to skill level, and focus is everything.
Out of the Crisis
W. Edwards Deming
Quality of output depends on the configuration of the system more than the performance of the individuals within it. Empowered workers make better improvement suggestions than their bosses do.
Toyota Production System
Taiichi Ohno
Continuous improvement starts with the tiniest of modest steps, but it never ever ends.
Post-Capitalist Society
Peter Drucker
The knowledge economy has rendered the middle manager obsolete.
Flow: Principles of Lean Product Development
Don Reinertsen
Knowledge work is physically invisible but follows many of the same principles from lean manufacturing.
Toyota Way to Lean Leadership
Jeff Liker and Gary Convis
Toyota leaders follow a rigorous coaching model that focuses on serving others and employing a growth mindset.
Lean Enterprise
Jez Humble, Joanne Molesky, and Barry O'Reilly
Organizations must embrace both continuous improvement and continuous delivery.
The Organization Man
William H. Whyte
A form of manager exists who strongly allies him/herself with that of the organization
Step Up, Step Back: How to Really Deliver Strategic Change in Your Organization
Elsbeth Johnson
Strategic organizational change efforts require leads to step up to make lasting changes.