Coaching has helped transform many businesses during the first two decades of the 21st century. Introduced by pioneering companies during the 1980s and 1990s, it now features extensively within many businesses’ strategic thinking. It is no coincidence that coaching’s arrival is at a time when society is undergoing enormous changes. The digital revolution has led […]
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Here you will find a growing selection of features written by members of our strong network of Associates and contributors.
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What is Coaching?
At its simplest, coaching is a different way of having a conversation. But it’s much more than that. Many leaders and managers have been schooled in and had many years of experience through more traditional leadership. Expert leadership; directive; when the manager knows ‘best’. The responsibility remains with the boss. In my view, coaching provides […]
Continue readingBrexit: Which way now?
Keith Nelson, Director of Coaching Programmes at the Møller Institute, contends that there has never been a more urgent need for coaching… Another day, another twist in the Brexit story. It reminds me of the old Stealers Wheel song: “Clowns to the left of me Jokers to the right Here I am Stuck in the […]
Continue readingLeading teams of machines and humans
Mike Mister, Partner at the Møller Institute was part of a transatlantic team that showcased some original research in one of the concurrent sessions at the 20th International Leadership Association (ILA) Global Conference in West Palm Beach, Florida in October 2018. The research is part of an ongoing effort into the issues related to leading […]
Continue readingWorkplace stress: time to take control
The causes of workplace stress are manifold, often highly personal, and frequently outside the control of the employer, but there is a common theme. Stress arises when people feel a lack of control over their work situation, especially when the demands placed on them are unreasonable or ill-defined. Whatever the cause, there is no doubting […]
Continue readingManaging strategic customers
Managing strategic customer relationships is a multifaceted endeavour with puzzling results for many companies. Whilst they implement Strategic Account Management (SAM) programmes to achieve larger share of wallet (i.e. customer spend) and increased revenues and profits, these programmes often result in lower prices and higher costs to serve for the providers. Most companies however, need […]
Continue readingMøller Associate Du Yang speaks to China Global Television Network
Two years after joining the Special Drawing Rights (SDR), an international currency reserve to supplement IMF member countries’ official reserves, the Chinese yuan has increased its influence in international foreign exchange reserves and payments. Du Yang, explains to China Global Television Network that the marketization of the yuan is a major hurdle. Full article here
Continue readingThe HR director as a coach: 7 steps for coaching excellence
A consequence of more organisations taking coaching in-house is that HR directors are increasingly finding themselves in the role of coach. But how can they best combine coaching with their substantive role as HRD? Keith Nelson, Director of Coaching Programmes at the Møller Institute, recommends seven top tips to achieve work-coach balance.. 1. Stop being […]
Continue readingIntegrating HR: Leading from Within
Professionalising the HR function is about the long-term sustainability of the organisation – and that cannot be achieved in a vacuum. To lead, one must first learn and adapt. HR is at a pivotal point in history. At the intersection of businesses, people, technology and public policy, today’s HR department has a crucial and unique […]
Continue readingNHS failure is inevitable – and it will shock those responsible into action
Insight by Jan Filochowski, a key contributor to Møller Institute Healthcare Programmes. Health service facilities and staff are being stretched to a breaking point that will take costly short-term measures to fix. Barely a day passes without a new NHS tale of inadequate performance, excessive patient waits, services not delivered, trusts effectively bankrupt, or even […]
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