Leadership Behaviors as an Outcome of Ontological Clarity
Complexity is frequently met with an additive fallacy: providing a new piece of information for a leader to carry, such as a communication blueprint, a
Complexity is frequently met with an additive fallacy: providing a new piece of information for a leader to carry, such as a communication blueprint, a
To be an Awakened Leader is to face the unknown again and again. It is the endeavor to source from the unknown repeatedly – not
The limitation one faces at the highest altitudes of human potential is rarely a lack of capability. It is the unconscious deployment of it. This
Contextual observations often degrade into dogma when they are impressed upon people who do not have the lived context of the observations. The axiom “What
“I don’t know what I want” is one of the most common defenses of a divided mind. The conflict inherent in it is rarely an
I grew up in a tropical beach town on the east coast of India, watching coconut trees reaching up into the skies. Every time their
Who we are is spirit. Who we are is also matter. In fact, these are two words to describe the same thing. But for most of us,
Three decades of being in a corporate role is generally considered a long and substantial amount of experience to have. In a three decade working
When organizations invest in coaching on behalf of their leaders, the outcomes are relatively more defined – in that there is usually a business impact
In my experience, one of the factors that dictates the level of impact and ease involved in an executive coaching engagement is whether the client