Life Coaching Success Ideas

Safi Bahcall is a second-generation physicist and a biotech entrepreneur. He co-founded a biotechnology company developing new drugs for cancer, leading its IPO and serving as its CEO for 13 years. He also worked with President Obama’s council of science advisors on the future of national research. On this week’s episode, Safi and I discussed how leaders can work intentionally to nurture new ideas through three key practices. If you are an innovator (or leading an innovation team), the three analogies Safi shared from his new book Loonshots* will help you begin nurturing new ideas more successfully. Here are the most useful links from this episode: Full audio and show notes My reading highlights from Safi’s book (PDF download) Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries* by Safi Bahcall If this episode helped, these will be useful too: The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) Ho

Safi Bahcall is a second-generation physicist and a biotech entrepreneur. He co-founded a biotechnology company developing new drugs for cancer, leading its IPO and serving as its CEO for 13 years. He also worked with President Obama’s council of science advisors on the future of national research. On this week’s episode, Safi and I discussed how leaders can work intentionally to nurture new ideas through three key practices. If you are an innovator (or leading an innovation team), the three analogies Safi shared from his new book Loonshots* will help you begin nurturing new ideas more successfully. Here are the most useful links from this episode: Full audio and show notes My reading highlights from Safi’s book (PDF download) Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries* by Safi Bahcall If this episode helped, these will be useful too: The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) Ho

There are several ways to  measure performance , with common  performance measurement tools  including annual reviews, productivity records, 360-degree feedback and employee-manager structured objectives. Stacey Barr is a specialist in strategic performance measurement and evidence-based leadership. She is the creator of PuMP®, a performance measurement methodology that routinely transforms measurement cynics into its greatest advocates. Stacey is also the author of two books, Practical Performance Measurement: Using the PuMP® Blueprint for Fast, Easy, and Engaging KPIs, and Prove It!: How to Create a High Performance Culture and Measurable Success . On this week’s episode, Stacey and I discussed some of the common mistakes that leaders and organizations make with performance measurement. We also explore what well-formulated performance measures have. Plus, Stacey has kindly made her book available for free to our listening audience. Here are the most useful links from this episode: F

There are several ways to  measure performance , with common  performance measurement tools  including annual reviews, productivity records, 360-degree feedback and employee-manager structured objectives. Stacey Barr is a specialist in strategic performance measurement and evidence-based leadership. She is the creator of PuMP®, a performance measurement methodology that routinely transforms measurement cynics into its greatest advocates. Stacey is also the author of two books, Practical Performance Measurement: Using the PuMP® Blueprint for Fast, Easy, and Engaging KPIs, and Prove It!: How to Create a High Performance Culture and Measurable Success . On this week’s episode, Stacey and I discussed some of the common mistakes that leaders and organizations make with performance measurement. We also explore what well-formulated performance measures have. Plus, Stacey has kindly made her book available for free to our listening audience. Here are the most useful links from this episode: F

Introduction This model originated from my experience in coaching and sports: in both areas I have regularly observed myself while experimenting with different strategies and support structures, aiming to understand more about the impact of accountability on myself as a person, coach, sportsperson. Its name is essentially an exhortation (both to the client and myself as a coach) to accountability. The model is intended to be applied throughout a coaching relationship: it focuses on the overarching process. My contribution is not in the definition of several original steps, condensed into an easy-to-remember acronym. It is rather about how stressing accountability in every step of the coaching relationship can greatly improve the client’s progress wrt. The change they want to bring in their life. My own experience as a person practicing sports gave me what I believe can be a powerful, concrete, and easy-to-grasp visualization of a coaching relationship as a year in the life of an athlet

Introduction This model originated from my experience in coaching and sports: in both areas I have regularly observed myself while experimenting with different strategies and support structures, aiming to understand more about the impact of accountability on myself as a person, coach, sportsperson. Its name is essentially an exhortation (both to the client and myself as a coach) to accountability. The model is intended to be applied throughout a coaching relationship: it focuses on the overarching process. My contribution is not in the definition of several original steps, condensed into an easy-to-remember acronym. It is rather about how stressing accountability in every step of the coaching relationship can greatly improve the client’s progress wrt. The change they want to bring in their life. My own experience as a person practicing sports gave me what I believe can be a powerful, concrete, and easy-to-grasp visualization of a coaching relationship as a year in the life of an athlet