Coaching Others

Watch our panel of experts (Kiran Panjwani, Jonathan Raymond, Jo Dennis, Jaeden Schafer, and Salwa Muhammad) discuss how companies are starting to implement AI into their models and the questions forward-thinking orgs are wrestling with as they balance the incredible power of this new technology with concerns about security, privacy, and what it all means for us humans.

Are you ready to transition from an individual contributor to a company leader? That journey demands mastering delegation, recognizing growth avenues for you and your team, nurturing solid relationships, and offering consistent feedback. To do it all, you’ll need a straightforward, repeatable strategy.

Navigating the intricacies of senior leadership can be a daunting challenge. As an executive, you grapple with balancing a multitude of responsibilities — from overseeing daily operations to charting the course for your organization’s future.

A leader's responsibility is to help their team members connect with the soul of their role. Listen to the podcast to learn more.

How do you deal with your inner critic? ‍Do you let it beat you down and undermine your confidence, or do you have a way to put those self-judgments in perspective?

What are three different types of stress and what can you do to reduce stress as an executive, manager or team member.

Good leaders pay attention to the details and show up with a growth mindset.

A Refound guide for new jobs and new grads

How to be the coach and facilitator of your team. Set expectations for one to one meeting. Focus on team member, development and growth, not just tasks.

Are you the type of person who attacks the messenger? Or are you the type of person who listens, who internalizes that new information and acts on it?

Organizations, big and small, are shifting to real-time performance management. The promise of a culture where employees know where they stand with their manager and where the difficult conversations are embraced instead of avoided is an ambitious goal.

Framing a review conversation as an opportunity for growth is part of a larger mindset shift required to grow as a people leader.

High performers often understand their value and will seek new opportunities if they feel they are not getting the right amount of care and investment from their managers and organization.

The typical review lacks the most important step: moving the conversation to a place where the individual has taken personal ownership and accountability around the messages.

Starting new conversations and changing the way things are where you work can seem daunting at first. Often we have a sense of what’s needed but we don’t have the right words to put it in motion.

You can use the three archetypes — Fixer, Fighter and Friend — in more than one way. You can hopefully find that your own dominant leadership style is one more than the other two. Learn what type of leader you ar

When you start tracking the people management moments in your day with the same passion and engagement as you do your core technical work, you’re on the right track.

I suggest thinking of accountability as a dial with five steps. You start at the low end, and then turn up the dial if necessary.