In my executive coaching practice I encounter many clients who want to be more influential. Influence is often stated in terms of, "It's not what you know, it's who you know". But in the context of corporate life, as managers climb the corporate ladder,...

One of the most common areas for development that arises when coaching executives is the need for more assertiveness. The problem is that "assertive" is often confused with "aggressive" or dictatorial.Those that subscribe to an aggressive sty...

The context of executive coaching and mentoring in this article refers to their application from an organisational perspective, where coaching or mentoring is being used to develop middle to senior managers to a higher level of performance. The organisat...

I am often hired to coach someone who has moved from a technical role to one of leadership. When I use the term "technical" I mean in the broadest sense of a functional expert, whether it be in the field of technology, accounting, legal, sales or other s...

Leadership development in the form of Executive Coaching has well and truly arrived in Singapore, but what is it and what qualities do you look for in a good Coach? Three years ago a small band of qualified Coaches formed a local chapter of the Interna...

360º assessments are becoming more popular as a way of measuring a manager's effectiveness in the workplace. But what exactly is a 360º, what purpose do they serve and how do you know if the results are valid? Fundamentally a 360º assessment is a c...