Written by Phil LeNir, President of CoachingOurselves
 
When asked to make a speech I tend to swing between extreme shyness, worrying that every word I utter makes me seem like a complete rube, to simply talking without any thought as to what may come out of my mouth. Either way, I’m rarely mistaken for being erudite.
 


Team Academy is an award winning business school at the JAMK University of Applied Sciences in Jyväskylä, Finland. Unlike traditional formal, classroom-based learning, Team Academy employs an innovative new education model that emphasizes entrepreneurship and practical work.
 


We are pleased to announce that Swiss private Bank "Banque Privée Edmond de Rothschild" is using CoachingOurselves in the context of its management development programs.
 


Honest, transparent discussions about career goals and motives contribute to the ability of organizations to match individual and business aspirations. But this requires that employees have a clear concept of what they are good at, what motivates them, and what they value. This self-image is their “career anchor”.

How do you usually sit at work meetings? Is one person in charge, sitting at the front, and everyone else lined up according to status? At recurring meetings, does everyone always sit in the same place, maybe next to those they know best? Do these meetings take place at a rectangular table so that people can hardly see the others to their sides? Ask yourselves: Is this the best way to foster open discussion?


By Phil LeNir, President of CoachingOurselves
 
 
I recently had the privilege to observe a CoachingOurselves session for senior managers at Japan Tobacco in Tokyo. Japan Tobacco is a multi-billion dollar company with operations in 120 countries around the world.
 

UPDATE: This position has been filled.
 
We are a small Montreal based company called CoachingOurselves founded by Phil LeNir and Henry Mintzberg. We partner with management and business thinkers from around the world to create management topic booklets. These topics are licensed to organizations for use by their management teams to guide and motivate 90 minutes of discussion and reflection.
 
 


Photo by Owen Egan

Managing is full of conundrums, paradoxes, and predicaments. They are built into the management process itself — they are managing.
 
What all these words mean is that the problems of managing cannot be resolved or eliminated. But they can be faced, understood, and alleviated. That is the purpose of this CoachingOurselves topic titled "Dealing with the Condundrums of Managing".


As a psychology major I learned that the most important work in psychology was research on how learning actually happens.  The basic model is simple—you learn from experience.  You have some kind of goal, you try something and then you get feedback on whether or not you are closer to your goal.  If you are, you try that again.  If you are not, you try something different.  What you decide to try is determined either by so called “trial and error” or some kind of imitation of a role