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As managers move higher in an organization, it can be more difficult for them to get accurate and unbiased input about their performance and leadership skills. Many managers recognize that to focus their personal development plans they need the uninterrupted time and attention of a skilled, objective professional – a coach. This publication extends and improves on CCL's knowledge first articulated in the Ideas Into Action Guidebook Choosing an Executive Coach, and it draws from CCL's extensive coaching practice as detailed in The CCL Handbook of Coaching: A Guide for the Leader Coach. Leadership Coaching places coaching in its proper place as a means of leadership development to be integrated with other methods. It helps readers figure out how to evaluate their readiness for coaching and how to engage a coach to achieve the most benefit. It also provides practical guidance for executives who are being urged to take coaching or who have coaching provided for them as part of a leadership development initiative.

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Everyone has a reputation. Whether good or bad, your reputation precedes you, and can inhibit or enhance your professional goals. However, how do you actively nurture, develop, and manage how others see you? In this book, we’ll discuss how crafting a brand can give you control of how you’re perceived at work.From proven strategies from CCL experts, to practical advice you can implement immediately, Leadership Brand: Deliver on Your Promise can help you figure out the leader you want to be, and how to build the brand that can get you there.

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Managers who achieve significant professional goals do not often worry about career derailment. But complacency is not the same as continued success, which can usually be found among four leadership competencies: interpersonal relationships, team leadership, getting results, and adaptability. Leadership success, achieving it and continuing it, depends heavily on developing and using each of these skills.

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The success of your daily interactions with others, whether during formal meetings or encounters at the water cooler, can make or break your success in the workplace. Having interpersonal skills will allow you to motivate, inspire, and successfully lead others, as well as further your own career development. This guidebook will show you how, through self-awareness and strategic implementation of behaviors, you can utilize interpersonal savvy to make the most out of negative situations, develop and lead others, and create a positive working environment despite daily challenges and hardships.

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Because executives tend to be problem solvers, they typically focus on weaknesses when they want to improve their performance. This approach can be helpful but there is another that can be just as effective: recognizing strengths. A senior manager whom the author interviewed said this about a top person: «If he saw his own strengths and internalized them, a lot of his weaknesses would go away.» In this report, the author explains why it is critical to recognize strengths in order to improve performance and why it is often difficult to get that notion across to executives. For practicing managers and those who develop them, this report offers sound but often neglected developmental principles for overcoming weaknesses.

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Getting your team off on the right foot is critical to its success. This guidebook tells managers and team leaders how to address four critical points during the launch of a team: setting purpose and direction, defining roles and responsibilities, designing procedures and practices, and building cooperation and relationships. Understanding and implementing these key elements is key to a team's achieving the goals the organization has set for it.

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Experience Explorer gives leaders a powerful and efficient tool for discovering what they have learned about effective leadership and what they still need to learn. When leaders explore and talk about their past experiences, they can better plan future learning experiences. This Facilitator's Guide, coupled with the additional materials purchased from the Center for Creative Leadership, will provide a facilitator with the information needed to facilitate an Experience Explorer session.

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Influence is an essential component of leadership. Your position in an organization and the power it gives you aren't always enough to motivate people to do what you ask. This guidebook will help you develop your influence skills to gain commitment from people at all levels: direct reports, peers, and bosses.

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Influence is an essential component of leadership, especially in a nonprofit environment. Since relationships are vital for a nonprofit's success, a leader needs to be able to influence employees, volunteers, and stakeholders in order to meet the challenges ahead. It can be especially difficult when you have to influence those who are neutral or even opposed to your ideas. This guidebook will help you to cultivate and use your influence to achieve the results your nonprofit needs.

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One of the first steps to take toward increasing team effectiveness is to pay attention to how the team is formed. You can head off most of the problems that beset teams during the formation stage by setting a clear direction, building organizational support, creating an empowering team design, identifying key relationships, and monitoring external factors. When a team is formed with the five high-performance principles described in this guidebook, it has a head start on achieving success.

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