We offer the concepts and the competencies,
you add the insights and the actions.

The latest in management thinking

CoachingOurselves offers participating managers a wide range of managerial concepts and competencies, many of them covered in high-end management programs. Here, they are anchored in the realities of organizational life. Topics are written by leading management thinkers, each with their own personal flair. This is not the usual business "stuff", but more like a conversation with one of our authors, who include: Henry Mintzberg , described by Tom Peters as "perhaps the world's premier management thinker"; Quy Nguyen Huy , Professor at Europe's leading business school INSEAD; Karl Moore , Professor at McGill University; Jonathan Gosling , Director of Leadership Studies at Exeter University in the UK, and others.

Managerial mindsets

The topics are organized around "Managerial Mindsets" described by Gosling and Mintzberg in their Harvard Business Review article "The Five Minds of a Manager" (November, 2003) : in this way, CoachingOurselves provides a balanced approach to management development .

Listed below are the topics currently available. We have many more in development, so if you have a topic in mind and don't see it on the list, please contact us. We can also work with you to select and sequence the appropriate topics for your group and organization.

The Reflective Mindset: Managing Self
Management Styles: Art, Craft, Science
by Henry Mintzberg and Sasha Sadilova 		Management is a practice where art, craft, and science meet. Consider how to modify your style to enhance your effectiveness.
Managing to Lead
by Jonathan Gosling 		Determine which factors contribute to effective leadership and understand how to better balance your leadership style.
Dealing With the Pressures of Managing
by Henry Mintzberg 		Appreciate the pressures of managing-the interruptions, the pace, etc.-and how you can rise above this to manage more effectively.
Reflection
by Jonathan Gosling 		Appreciate the importance of collective and individual reflection in managerial work and how to combine this with managerial action.
Management Competency Raising
by Henry Mintzberg and Sasha Sadilova 		Deepen your understanding of what management competencies are and reflect on how you use them.
Foresight
by Robert Chia 		Cultivate the ability to see the overlooked and read changing trends by re-educating your attention.
The Analytic Mindset: Managing Organization
The Play of Analysis
by Ann Langley 		Understand how and why analysis is best used to avoid "extinction by instinct" and "paralysis by analysis".
Chains, Hubs, Webs, and Sets
by Henry Mintzberg 		Be introduced to four ways of thinking about organizing and understand how varied managing can be in these different forms.
Analyzing Employee Performance
by Terrence Traut 		Learn how you can turn an otherwise unproductive and unmotivated team around by analyzing your employees' current performance.
Strategic Thinking As Seeing
by Henry Mintzberg 		Understand better what strategic thinking is and enhance your capacity to "see" strategic issues.
Understanding Organizations
by Henry Mintzberg 		Compare four forms of organizations: machine, adhocracy, professional, and entrepreneurial, and appreciate the intracacies of managing within each.
The Worldly Mindset: Managing Context
How Global Should Our Firm Be?
by Karl Moore 		Come to some group conclusions about your industry's potential for globalization, using a model developed by George Yip.
Introducing Culture In Organizations
by Sharon Turnbull 		Learn how you can be more effective by understanding how your organizational culture works.
Global or Worldly?
by Henry Mintzberg 		Appreciate that many companies have to be more "worldly" and not just more global. Worldly means experienced in life, sophisticated, practical.
The Collaborative Mindset: Managing Relationship
Coaching Others
by Beverly Patwell 		Understand how coaching can impact all levels of your organization and what qualities you need to coach effectively.
Managing On the Edges
by Henry Mintzberg 		Consider how to manage on the edges, that is out of your unit to other parts of the organization and to the outside world.
Time to Dialogue
by Tana Paddock and Warren Nilsson 		Practice dialogue, a creative, collaborative mode of communication, to push yourself beyond your current modes of thought and action.
Silos and Slabs in Organizations
by Henry Mintzberg 		Consider how to break out of the silos that separate specialized parts of the organization and break through the slabs that separate different levels in the hierarchy.
Talent Management
by David Creelman 		Reflect on your talent midset and how you can best support the talent in your organization/unit.
Models of Engagement: Employment Relations
by David Creelman 		Investigate the different "deals" that exist between
organizations and employees: what do employees owe their organization and what do organizations owe their employees?
High Performing Teams
by Terrence Traut 		Identify the elements of high performing teams and determine how to increase the effectiveness of your own team.
FeedFORWARD Instead of Feedback
by Terrence Traut 		Increase productivity and positively impact morale
by learning to provide and accept the feedback technique "Feedforward".
The Action Mindset: Managing Change
In Praise of Middle Management
by Quy Nguyen Huy 		Explore the key roles of middle managers, especially during periods of organizational change.
Decision Making: It's Not What You Think
by Henry Mintzberg 		Contrast "thinking first" with "seeing first" and "doing first" to approach key decisions.
Introducing Strategy Through Robin Hood
by Joseph Lampel 		Consider the strategies of Robin Hood as a way of moving into the strategies your own organization.
Crafting Strategy
by Henry Mintzberg 		Discuss strategy, defined as plan, pattern, position, and perspective, to appreciate four distinct processes of strategy formation: planning, visioning, venturing, and learning.
Managing Metaphors
by Cynthia Wagner Weick 		Use metaphor as a powerful tool to create and communicate new approaches to managing, and to spur action.