
Latest Articles
Do MBAs Really Learn To Be Leaders?
Do MBA Courses focuss enough on developing the students leadership potential? The author doesn’t think so and in this article suggests four steps that an individual could take towards enhancing her leadership capabilities
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Does Being Seriously Depressed Make You a Better Leader?
Nassir Ghaemi, a Tufts University psychiatry professor, in an article in The Wall Street Journal says : mentally healthy people make fine leaders when times are good but in times of crisis and tumult, those who are mentally abnormal, even ill, become the greatest leaders. Read the article at
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How to Evaluate a Training Program
Kirkpatrick’s evaluation model is still the mostly widely used method for training evaluation. This article gives some easy-to-implement pointers based on this model for evaluating your training efforts.
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Twelve Cs for Team Building
If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why
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3 Tips to Help Your Remote Team’s Introverts Succeed
Not everyone speaks up in teams, and those who do aren’t always the people with the sagest advice. In fact, it’s often the quiet introverts who have the most thoughtful input, if you can actually pull it out of them. This article provides some useful tips to answer this question
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One More Question
Sometimes the simplest things make the biggest difference, which can be seen in coaching all the time. The article illustrates the point with an example from his coaching practise.
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All About Coaching
Sponsored Coaching
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What got you here won’t get you there! People Development departments often speak of high potential individuals failing to make the cut due to lack of soft skills. Words like ‘needs better communication skills’ or ‘must hone up her leadership skills’ are often mentioned during review meetings or personal interviews. Can the organization help this disheartened executive get to the next level? At ISEC, we organize sponsored coaching for such high potential individuals who need to improve their leadership or management skills. The coach, the client and the company (sponsor) meet initially to discuss the desired outcome, after which our experts create customized plans to work with the individuals to achieve the results. This helps the executive in the following ways:
Assessments are usually held twice during the coaching program. Once at the start of the coaching assignment and later when the program is completed. Typically, internationally recognized instruments like the MBTI, DISC and 360 degree feedback are used. The coach and sponsoring organization work first on collecting, validating and analyzing information before the actual coaching program sets off to identify those areas for improvement in the client. These results are compared with the findings using the same instrument at the conclusion of the program. Meetings are fixed two to three times a month for a period stretching between four to nine months. During this time, the sponsor receives regular updates on the progress of the coaching program. Complete confidentiality is assured at such meetings where the coach limits communication with the sponsor to the KRAs. |

