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Michael Bungay Stanier: How to tame your Advice Monster | Michael Bungay Stanier | TEDxUniversityofNevada | TED Talk

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In this funny and provocative talk, Michael Bungay Stanier explains how advice-giving goes bad, the three personas of your Advice Monster, and why the powerful act of staying curious a little longer is the secret to taming your Advice Monster. Michael Bungay Stanier’s most recent book is The Advice…

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''Michael Bungay Stanier distills the essentials of coaching to seven core questions. And if you master his simple yet profound technique, you'll get a twofer. You'll provide more effective support to your employees and co-workers. And you may find that you become the ultimate coach for yourself.''
- Daniel H. Pink, author of To Sell Is Human and Drive

''It takes courage to ask a question rather than offer up advice, provide an answer or unleash a solution. In this practical and inspiring book, Michael shares seven transformative questions that can make a difference in how we lead and support.''
- Brené Brown, author of Rising Strong and Daring Greatly

''This book is full of practical, useful and interesting questions, ideas and tools that will guide any leader trying to be better.''
- Dave Ulrich, co-author of The Why of Work and The Leadership Code

''A sharp, habit-forming leadership manual.''
''Bungay Stanier writes with verve, effectively incorporating humor, surprise, and parables.''
-Kirkus Review
''The book tailors its organization and length to time-pressed readers, who can finish it easily in a couple of hours or in 15-minute increments.''

'' The Coaching Habit is a succinct and practical handbook for getting the best from others and yourself.''- Nir Eyal, author of Hooked
- Bob Sutton, author of Scaling Up Excellence

''Among a plethora of books, studies and op-ed pieces about the importance of coaching and how to execute this most critical of development interventions well, it's easy to understand why students and practitioners of the craft feel confused or overwhelmed by the array of approaches, frameworks and systems extolled as ''the right way.'' Michael Bungay Stanier has expertly cut through this confusion with his new book in a manner that is simple to understand, realistic in its intention and ultimately effective to apply. I believe this book will establish itself as a powerful and useful toolset for the professional coach, the student learner and the people manager alike.''
- Stuart Crabb, Director Learning & Development, Facebook

''This is not just a book; this is the voice in your head, the person that sits on your shoulder--guiding you to greatness. Being a great coach is more than skill; it's a mindset, a way of being. Michael has a remarkable way of delivering that message through artful storytelling, practical examples and proven techniques. A must-have book for the coach who truly wants to make a difference.'' is a thoroughly enjoyable read that immediately inspired me to adopt new habits.'', Michael Bungay Stanier gives managers an extremely simple yet powerful tool (just seven questions!) to help them coach their teams to greatness, each and every day.''
--Sinéad Condon, Head of Global Performance Enablement, CA Technologies

''Where others can overcomplicate the purpose and practice of coaching, Michael Bungay Stanier provides a practical and unintimidating approach to this essential habit of great leaders. He succinctly articulates the research behind the art of respectful inquiry and its role in fostering an authentic partnership among colleagues who are committed to doing meaningful work together. The Coaching Habit
- Dana Woods, CEO, American Association of Critical-Care Nurses The Coaching Habit

'The magic of leadership occurs in daily conversations. With - Andrew Collier, Head of Leadership Development, Nestlé

''Fantastic . . . and Where was this book when I needed it?'' are the first thoughts popping into my head after reading this book. I ve read countless books on leadership and coaching over my career but few brought it all together like Michael Bungay Stanier's. I love the concepts of keeping it simple and practice, practice, practice, which are key to building your coaching habit. Michael makes what some leaders see as complex a simple process, whether you are an experienced or new people leader. Definitely a must-read book.''
- Monique Bateman, SVP, TD Bank Group

By Michael Bungay Stanier

Box of Crayons Press

Copyright © 2016 Michael Bungay Stanier
All rights reserved.
ISBN: 978-0-9784407-4-9

The leadership press has endless articles about it. Assorted gurus suggest that coaching is an essential leadership behaviour. The number of executive coaches seems to be multiplying according to Moore's Law. Even Dilbert mocks coaching - and there's no surer sign of mainstream success than that.

And remember, this was in the halcyon days of 2000, when email was still a blessing, not a curse, globalization was just warming up, and we hadn't yet sold our souls to our smartphones. My experience these days, working with busy managers around the world, tells me that things have, if anything, got worse rather than better. We're all stretched more thinly than ever. And while "coaching" is now a more commonly used term, the actual practice of coaching still doesn't seem to be occurring that often. And when it does, it doesn't seem to work.

You've Probably Already Tried. And Failed.

So, in summary: You're probably not getting very effective coaching; and you're probably not delivering very effective coaching.

My guess is that there are at least three reasons why your first go at developing a coaching habit didn't stick. The first reason is that the coaching training you got was probably overly theoretical, too complicated, a little boring and divorced from the reality of your busy work life. One of those training sessions, perhaps, where you caught up on your email backlog.

Even if the training was engaging - here's reason number two - you likely didn't spend much time figuring out how to translate the new insights into action so you'd do things differently. When you got back to the office, the status quo flexed its impressive muscles, got you in a headlock and soon had you doing things exactly the way you'd done them before.

The third reason is that the seemingly simple behaviour change of giving a little less advice and asking a few more questions is surprisingly difficult. You've spent years delivering advice and getting promoted and praised for it. You're seen to be "adding value" and you've the added bonus of staying in control of the situation. On the other hand, when you're asking questions, you might feel less certain about whether you're being useful, the conversation can feel slower and you might feel like you've somewhat lost control of the conversation (and indeed you have. That's called "empowering"). Put like that, it doesn't sound like that good an offer.

But It's Not That Hard. Really.

At my company, Box of Crayons, we've trained more than ten thousand busy managers like you in practical coaching skills. Over the years, we've come to hold these truths to be self-evident:

But why bother to change things up? Why would you want to build a coaching habit?

Here's Why It's Worth the Effort

The essence of coaching lies in helping others and unlocking their potential. But I'm sure you're already committed to being helpful, and that hasn't led to your coaching more often.

Circle #1: Creating Overdependence

Building a coaching habit will help your team be more self-sufficient by increasing their autonomy and sense of mastery and by reducing your need to jump in, take over and become the bottleneck.

Circle #2: Getting Overwhelmed

Building a coaching habit will help you regain focus so you and your team can do the work that has real impact and so you can direct your time, energy and resources to solving the challenges that make a difference.

Circle #3: Becoming Disconnected

Finally, you may be disconnected from the work that matters. My previous book Do More Great Work had as its foundation the principle that it's not enough just to get things done. You have to help people do more of the work that has impact and meaning. The more we do work that has no real purpose, the less engaged and motivated we are. The less engaged we are, the less likely we are to find and create Great Work.

Building a coaching habit will help you and your team reconnect to the work that not only has impact but has meaning as well. Coaching can fuel the courage to step out beyond the comfortable and familiar, can help people learn from their experiences and can literally and metaphorically increase and help fulfil a person's potential.

So you're up against the Bind, the Grind and the Resigned. And building a coaching habit is a way of breaking through to a better way of working.

The Seven Essential Questions

At the heart of the book are seven questions that will break you out of these three vicious circles and elevate the way you work. The questions work not only with your direct reports but also with customers, suppliers, colleagues, bosses and even (occasionally and, obviously, with no guarantees offered) spouses and teenage children. These questions have the potential to transform your weekly check-in one-to-ones, your team meetings, your sales meetings and (particularly important) those non-meeting moments when you just bump into someone between scheduled events.

The Kickstart Question is the way to start any conversation in a way that's both focused and open. The AWE Question - the best coaching question in the world - works as a self-management tool for you, and as a boost for the other six questions here. The Focus Question and the Foundation Question are about getting to the heart of the challenge, so you've got your attention on what really matters. The Lazy Question will save you hours, while the Strategic Question will save hours for those you're working with. And the Learning Question, which pairs with the Kickstart Question to make the Coaching Bookends, will ensure that everyone finds their interactions with you more useful.

Shall We Begin?

Are you ready to go? I'm sure you're keen to get to the Seven Essential Questions, but before we go there, we're going to take a short detour into the nitty-gritty of how to change your behaviour. There's no point in giving you useful tools unless you can put them into action. The next chapter, on the New Habit Formula, helps with that. In it you'll learn why the starting place for a new habit isn't the new behaviour after all, why sixty seconds matter so much and how the New Habit Formula can be your engine for focused behaviour change.

Breaking the Ice

A good opening line can make all the difference. "It was the best of times, it was the worst of times ..." "A long time ago in a galaxy far, far away ..." "Did it hurt when you fell from heaven?"

One of the reasons managers don't coach more often than they do is that they don't know how to start. There's that nagging sense that if you could just get going, you'd be fine. But how do you get going? And if you've ever felt stuck in a conversation that seemed a little superficial or boring or simply not that useful, then one of these three situations might be at play: the Small Talk Tango, the Ossified Agenda, or the Default Diagnosis.

The Small Talk Tango

The Ossified Agenda

This situation is commonly found in standing meetings - same time, same people, same place, same agenda. It becomes a dreary recitation of facts and figures, a report that sheds little light and seems to drain energy from the room. The agenda might have been perfect a week, a month or a year ago, but now it's putting process in front of what really matters.

The Default Diagnosis

The Kickstart Question: "What's on Your Mind?"

An almost fail-safe way to start a chat that quickly turns into a real conversation is the question, "What's on your mind?" It's something of a Goldilocks question, walking a fine line so it is neither too open and broad nor too narrow and confining.

Because it's open, it invites people to get to the heart of the matter and share what's most important to them. You're not telling them or guiding them. You're showing them the trust and granting them the autonomy to make the choice for themselves.

And yet the question is focused, too. It's not an invitation to tell you anything or everything. It's encouragement to go right away to what's exciting, what's provoking anxiety, what's all-consuming, what's waking them up at 4 a.m., what's got their hearts beating fast.

And once you've asked it, you can use a framework I call the 3P model to focus the conversation even further. But before we go on to the 3P model, it's useful to understand the difference between two types of coaching.

Coaching for Performance vs. Coaching for Development

Some institutions distinguish between coaching for performance and coaching for development. Coaching for performance is about addressing and fixing a specific problem or challenge. It's putting out the fire or building up the fire or banking the fire. It's everyday stuff, and it's important and necessary. Coaching for development is about turning the focus from the issue to the person dealing with the issue, the person who's managing the fire. This conversation is more rare and significantly more powerful. If I ask you to think back to a time when someone coached you in a way that stuck and made a difference, I'll bet that it was a coaching-for-development conversation. The focus was on calling you forward to learn, improve and grow, rather than on just getting something sorted out.

The 3P model is a straightforward way to create focus, make the conversation more robust and (when appropriate) shift the focus to the more powerful level that's coaching for development.

Deepen Focus with the 3Ps

The 3P model is a framework for choosing what to focus on in a coaching conversation - for deciding which aspect of a challenge might be at the heart of a difficulty that the person is working through. A challenge might typically be centred on a project, a person or a pattern of behaviour.

A project is the content of the situation, the stuff that's being worked on. It's the easiest place to go to and it will be the most familiar to most of us. We spend our days finding solutions to challenges, and our eyes are almost always on the situation at hand. This realm is where coaching for performance and technical change tends to occur. Often, the art is in knowing how to start here and then seeing whether the conversation would benefit from including one or both of the other two Ps.

When you're talking about people, though, you're not really talking about them. You're talking about a relationship and, specifically, about what your role is in this relationship that might currently be less than ideal.

Here you're looking at patterns of behaviour and ways of working that you'd like to change. This area is most likely where coaching-for-development conversations will emerge. They are personal and challenging, and they provide a place where people's self-knowledge and potential can grow and flourish. And at the moment, these conversations are not nearly common enough in organizations.

It's not always appropriate to be having a conversation with this focus. Often enough, having only a project-focused conversation is exactly the right thing to do.

(Continues...) Excerpted from The Coaching Habit by Michael Bungay Stanier . Copyright © 2016 Michael Bungay Stanier. Excerpted by permission of Box of Crayons Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Amazon.com: Coaching Habit: 9780978440749: Bungay, Michael Stanier: Books

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The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever

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The Advice Trap: Be Humble, Stay... by Bungay Stanier, Michael

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Sir John Whitmore

Sir John Whitmore, pioneer of coaching in the workplace and co-creator of the most widely used coaching model GROW, was a founder of Performance Consultants International, the market leader in coaching globally. Honoured for his lifetime's work with the President's Award from the International Coach Federation (ICF), Sir John's global contribution to coaching and leadership has helped drive organizational transformation and bring meaning and purpose to work. Through his books - most notably Coaching for Performance - workshops and speeches, he defined the principles of performance coaching and midwifed its birth from sporting excellence, transpersonal psychology, and emotional intelligence. Coaching for Performance is widely considered to be the bible of coaching and Sir John's vision, philosophy, and methodology has inspired millions of managers, leaders, and coaches across four decades to bring the best out of themselves and others and find through coaching that is transformational not transactional. Sir John will always be considered one of the leading figures in the international coaching community. He was instrumental in the early stages of the creation of the ICF, which is now the world's largest organization of professionally trained coaches. He remained involved in the evolution of coaching and the ICF, serving as a Trustee for the ICF Foundation until he died in 2017. The 5th Edition of Coaching for Performance was completed before his death and his extraordinary legacy is continued by his colleagues.

Performance Consultants International

www.performanceconsultants.com

Founded in the early 1980s, Performance Consultants' mission is to transform the relationship between organizations and employees. Their stance is simple: organizations are sitting on a great untapped reservoir of potential - that of their people. They partner with organizations globally on leadership development, coaching and culture transformation. Market leaders in their field, they invite organizations to improve performance through their leaders and thereby reap rewards for people, profit and planet. They are able to demonstrate an average 800% return on investment for their clients. Their flagship leadership program, named after this book Coaching for Performance, is considered the industry gold-standard and delivered in over 40 countries and in 23 languages

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Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition

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Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition [Whitmore, John] on Amazon.com. *FREE* shipping on qualifying offers. Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition

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As a mentor you must be many things: role model, expert, advocate, cheerleader, enforcer and friend. Plus you must make a positive, lasting difference to the knowledge, skills and prospects of your mentee.

So, being a mentor is a big responsibility. But with The Mentoring Manual, getting it right is easy.

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As a mentor you must be many things: role model, expert, advocate, cheerleader, enforcer and friend. Plus you must make a positive, lasting difference to the knowledge, skills and prospects of your mentee. So, being a mentor is a big responsibility. But with The Mentoring Manual, getting it right is easy.

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'This book is compelling, it is fun, and it is comprehensive. To a large extent it can replace coaching itself: I am sure coachees will be delighted to work with it and might prefer the book to their coach. For coaches, it is the best representation of classic models I have seen - and it perfectly illustrates the balance between intellect and intuition which makes great coaching.' - Erik de Haan, Professor of Organisation Development & Director of Centre for Coaching, Ashridge Business School, UK

'Jenny Bird and Sarah Gornall make the case for a visual approach to working on issues in coaching. They share the models that they use, and explain how they use them, and how clients put them into action. They also illustrate how coaches and clients can create their own models and what this approach to creativity does to free up and empower clients. This book offers a heartening challenge to coaches who rely exclusively on speech and text, and offers a route to illumination for even those frozen into a world of words.' - David Megginson, Emeritus Professor of HRD at Sheffield Hallam University, UK.

'This book is a joy to read. The choice to use a 'constant interplay of words and images' makes this rich resource, eminently readable. It brings to the table wide-ranging practices for coaches, leaders, managers, mentors and supervisors - a veritable feast of images, ideas, suggestions, new tools, intriguing models. Creativity is explored and shared so generously and the reader is encouraged at every point to play with the practical and imaginative ideas in this book. The authors' extensive experience shines from every page and the reader is offered plenty of further reading. A unique and valuable addition to professional literature!' - Edna Murdoch, Founder and Director of the Coaching Supervision Academy, UK.

'Jenny Bird and Sarah Gornall have distilled an extensive range of models that coaches at all levels will value. With their deep understanding of the purpose and practice of coaching this book is a great resource for practicing coaches. From contracting to creativity, this menu of models based on imagery and diagrams is written in an accessible summarised manner. Prompting ways to use each model rather than prescribing, the handwritten illustrations exude a working style that is both insightful and practical. Drawing on the power of metaphor and exploring how to use shapes to get to better understanding, this book will help coaches to move their clients beyond the analytical bias endemic in most executive roles, and get to insights that will make a real difference to their personal and professional effectiveness.' - Penny de Valk, Managing Director, Penna Talent Practice, London, UK

'When faced with introducing coaching in a corporate world, or getting an internal client to notice patterns of behaviour in a coaching session, words are not always enough. In my organisation, employees and leaders alike understand and relate to concepts and models and often have little time to engage in a conversation about the value of coaching! This book is written by two very experienced coaches who also understand organisations. It is essential to any HR, OD or L&D professional who wants to know about coaching, wants to introduce coaching in their organisation, or simply wants to strengthen their own coaching practice.' - Mylène Baxter, Group Head of Organisational Development, RES Group, UK

'To be an effective manager you need a number of skills to get the best out of your people. Coaching is one of the most valuable and rewarding and this book provides me everything I need to practice and develop this essential skill.' - Kevin Croot, Senior Development Manager for Global Banking and Markets at HSBC, UK

" The Art of Coaching is a very informative and useful leader's toolkit that captures many different lenses to view and develop their teams and themselves. It provides tried and tested methods that allow you to roll your sleeves up, get the right perspective and encourage effective change." - Priyesh Khanna, Managing Director, Risk, Deutsche Bank, UK

"I enjoyed Jenny Bird and Sarah Gornall's straightforward language and diagrams, their (often humorous) sharing of personal experiences and their clear, jargon-free presentation of the concepts. I appreciated the book's tone: less 'sit at my feet and learn', and more 'come and listen to us sharing and learning together... This is a coaching book written with the practitioner (not the academic) in mind. It's a welcome dip-in guide for both the seasoned professional and the newly qualified coach." - Kim Gregory, Chair of the Guildford Coaches Group, Coaching at Work

"Jenny Bird and Sarah Gornall have created a valuable resource for quick reference, instant accessibility and fast learning, built on a strong theoretical base. Each model in the book is explained with a clear, accessible diagram and a simple guide to what it is, how it works and how to put it into action. The text is full of inspiration for applications of the ideas in scenarios based on real coaching practice." - Linda Jennings, Gulf Weekly Book Club

Jenny Bird has successfully coached CEOs, senior executives and other leaders since 2000. She supervises coaches internationally to develop their competence and enhance their coaching presence. She has been in the forefront of the development of coaching in the UK and is in demand as a speaker at conferences nationally and internationally.

Sarah Gornall is a coach, mentor, supervisor and trainer. She works with coaches across the UK and internationally to develop coaching competence and confidence, and coaches leaders and managers across the private, public and not-for-profit sectors. The author of two previous books, her wide experience informs her creative approach to supporting great professional coaching.

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Amazon.com: The Art of Coaching: 9781138891869: Bird, Jenny: Books

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Book description

KEY COACHING MODELS IS AN ESSENTIAL DIRECTORY OF 72 TOOLS FOR MANAGERS TO USE TO UNLOCK PERFORMANCE THAT NO MANAGER SHOULD BE WITHOUT.

All managers and leaders are now expected to use coaching techniques to get the most out of their people. With 72 proven, easy to use coaching models to enhance performance, job satisfaction and motivation, they will be effective for individuals, teams and organisations. Each model is explained and illustrated, as it would be in a coaching session, to give a genuine coaching perspective and context beyond the theory.

"A simple, yet sophisticated, coaching toolkit that cuts through coaching theory to give practical advice to coaches, leaders and managers. In today's complex world, coaching is a key activity essential for business and personal success - whether you are new to coaching or wish to extend your skills, this book is a gift." Liz Jewer, HR Director, TMP UK Limited

"A powerful source of inspiration with many unique insightful practical coaching models to enhance your personal and professional development" Andrea Bertone, European President - Monster.com

"Whether you are a professional coach wanting to further develop your abilities, or a leader who needs to get the very best from his team, this is a first-rate toolkit from one of the world's top coaches." Philip Rowley, Chief Financial Officer, Sony Picture Entertainment

"A well structure guide packed with powerful, practical tips that really work in the real world. A great book for Leaders or Coaches alike." Derek McManus COO O2 UK

"The most complete, impactful and practical coaching book written yet - Highly recommended!" Rob Brouwer, CEO Jobrapido

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KEY COACHING MODELS IS AN ESSENTIAL DIRECTORY OF 72 TOOLS FOR MANAGERS TO USE TO UNLOCK PERFORMANCE THAT NO MANAGER SHOULD BE WITHOUT. All managers and leaders are now expected ... - Selection from Key Coaching Models [Book]

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Review of the first edition:

"I have just read my first - and probably last - whole book on coaching. It is my last because it has done the job, giving me the most comprehensive examination of the art."
David Amos, former Deputy Director of HR at the DoH, writing in the Health Service Journal

Review of the second edition:

"This book is extremely useful for those beginning their careers in coaching and taking introductory and practitioner level courses. It is practical, accessible and covers core skills that will serve the practitioner well."
Professor David Lane, Middlesex University

How is it different from therapy or counselling?

What techniques does an effective coach use? The first edition of this book was described by many training organisations as 'The Coach's Bible' - and the second edition is no exception. It offers friendly, accessible and practical advice, which any coach can adapt to their own work. The book is brought to life using case studies and examples, helping readers to acquire the skills that are essential for becoming an outstanding coach.
The new edition has been revised and updated throughout and contains:

A more extensive treatment of the blocks and barriers to change in clients

A new chapter on 'Coaching and Change'

New coverage on goal-setting

An extended treatment on the nature of the coach-client relationship

Further advice on assessing what a client really needs

Further reflections and advice on the psychology of what makes the client-coach relationship work Coaching Skills: A Handbook is essential reading for executive and life coaches, as well as managers who want to learn how to adapt coaching as an approach to leadership.

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Amazon.com: Coaching Skills: A Handbook: 9780335225521: Rogers, Jenny: Books

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Brené with Michael Bungay Stanier on The Advice Trap and Staying Curious Just a Little Longer

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Listen to this episode from Dare to Lead with Brené Brown on Spotify. This week I'm talking with Michael Bungay Stanier, author of six books, including The Coaching Habit and The Advice Trap. We talk about taming our Advice Monsters - you know, that insatiable thing that fuels our need to offer advice and answers when curiosity and good questions are way more powerful.

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CollectivED | Research | Leeds Beckett University

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Working paper series | Leeds Beckett University

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Chrome users will need to use browser extensions. Animation Policy from Google will help you set your own preferences.

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Pivotal Podcast - Managing Behaviour - get practical advice on managing behaviour in your classroom

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Podcast: Play in new window | Download (Duration: 54:09 - 37.6MB) | Embed

Subscribe: Apple Podcasts | Android | RSS

Professor Rachel Lofthouse

Rachel Lofthouse is Professor of Teacher Education in the Carnegie School of Education. She has a specific research interest in professional learning, exploring how teachers learn and how they can be supported to put that learning into practice.

Rachel joined Leeds Beckett University in July 2017, and has established the Research and Practice Centre 'CollectivED: The Mentoring and Coaching Hub'.

Rachel is a teaching educator and researcher. She has a particular interest in how teachers learn through approaches such as coaching, mentoring, lesson study, professional enquiry and inter-professional practice. She marries these interests with a concern for the development of innovative pedagogies and curriculum design. Key to all of these are the opportunities for that professionals at all stages of their career and in all roles have for dialogue and creative and critical thinking.

Rachel works with student teachers and their school-based mentors, teacher coaches, postgraduate students and school leaders as well as a range of educational practitioners, including those interested in community curriculum development and professional coaching for speech and language support in multicultural early years and primary settings.

Mark speaks to Rachel this week about her varied and fascinating background as well as her thoughts on the value of mentoring and coaching - and also what the difference is.

There's also, of course, time for our favourite question - "What's the best thing you've ever learned from a child" and Rachel's favourite passage from a book.
Rachel's Leeds Becket University page Rachel on Twitter

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Coaching, Mentoring - what's the difference? Rachel Lofthouse explains - PP247

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Podcast: Play in new window | Download (Duration: 54:09 - 37.6MB) | Embed Subscribe: Apple Podcasts | Android | RSS Rachel Lofthouse is Professor of Teacher Education in the Carnegie School of Education. She has a specific research interest in professional learning, exploring how teachers learn and how they can be supported to put that learning into practice.

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Time to Think: Listening to Ignite the Human Mind

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Time to Think: Listening to Ignite the Human Mind [Kline, Nancy] on Amazon.com. *FREE* shipping on qualifying offers. Time to Think: Listening to Ignite the Human Mind

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"My name is Michael. I can hop. Do you want to see me hop?" That's how I introduced myself to strangers at the supermarket when I was three. Not much has changed. Here's the formal bio (best bits at the end).

Michael Bungay Stanier is at the forefront of shaping how organizations see coaching as an essential leadership competency. His book The Coaching Habit is the best-selling coaching book of this century, with over a million copies sold. In 2019, he was named the #1 thought leader in coaching, and he has spoken on coaching from Brené Brown's podcast to the TEDx stage.

Michael founded Box of Crayons, a learning and development company that helps organizations transform from advice-driven to curiosity-led. He currently leads MBS.works, a place where people find the clarity, confidence and community to be a force for change.

En route to today-and these are essential parts of his origin story-Michael knocked himself unconscious as a labourer by hitting himself in the head with a shovel; mastered stagecraft at law school by appearing in a skit called Synchronized Nude Male Modelling; and wrote (and was paid for) a Harlequin Romance-esque story involving a misdelivered letter ... and called The Male Delivery. He was a Rhodes Scholar.

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How to Work with (Almost) Anyone: Five Questions for Building the Best Possible Relationships

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Amazon.com: How to Work with (Almost) Anyone: Five Questions for Building the Best Possible Relationships: 9781774582657: Bungay Stanier, Michael: Books

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Dr Glenn Moodie- Coaching our way forward

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Listen to this episode from Inspiring Leadership on Spotify. This episode is with Dr Glenn Moodie, Principal at Kolej Tuanku Ja'afar school in Malaysia. Born and raised in New Zealand Glenn moved to the UK in 1998 to pursue a PhD at Bristol University.

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Professor Christian Van Nieuwerburgh: Coaching in education

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In this episode, Director of Persyou, Nicholas McKie talks to Professor Christian Van Nieuwerburgh, Professor of coaching and positive psychology at the University of East London, UK and a leading authority on coaching in education. Christian discusses the relevance of coaching in times of uncertainty and explores the benefits of a coaching approach to leadership across school communities. https://www.persyou.com/Hello@persyou.comhttps://www.youtube.com/@persyouhttps://www.linkedin.com/company/persyou/