Lise Lewis – författare

“Understanding organisational politics is critical for coaches who want to bring a systemic lens to their work. This fascinating title brings this topic to life, blending insight and practice on diverse themes from gender to digital and from presence to psychological safety.”Prof Jonathan Passmore, Professor of Coaching & Behavioural Change, Henley Business School, UK“This book is an invaluable guide for anyone wanting to create an inclusive work environment despite the complexities of office politics… Whether you're a seasoned executive or just starting your career, this book is a must-read for anyone seeking to thrive in today's competitive business environment.”Dr Riza Kadilar, EMCC Global President, The NetherlandsFor employees, managing politics is a core skill. For coaches and mentors, there is the constant dilemma of how to help a client thrive in a political environment while remaining authentic. Coaching, Mentoring and Organisational Politics draws on the experiences of coaches, mentors, leaders and managers from around the world.As all organisations are political environments, politics are likely to affect every coach at some point in their professional career. The authors expertly navigate this complex topic, going beyond collating existing concepts and undertaking new, first-hand research into what issues are considered “political” and the challenges they pose for leaders.The book:- Includes case studies from a wide range of organisations, from the public sector to ‘Big 4’ firms- Contains an Organisational Politics Awareness Tool to encourage reflection and dialogue- Offers practical approaches for maintaining integrityCoaching, Mentoring and Organisational Politics is an invaluable guide for coaches and mentors struggling to navigate the complexities of professional politics or who simply want to learn how to best support their clients in politicised environments.David Clutterbuck is the co-founder of the European Coaching and Mentoring Council (EMCC) and Practice Lead for Coaching and Mentoring International. He is visiting professor of coaching and mentoring at four universities and has authored over 75 books.Tim Bright is a co-founder of EMCC Turkey and works internationally as a coach and consultant. He is currently based in Istanbul with OneWorld Consulting.Lise Lewis is an executive coach and award-winning coach supervisor with an international practice. She is the immediate past President of EMCC Global and currently its Special Ambassador, and is also the founder of Bluesky International.Riddhika Khoosal is an organisation development consultant, facilitator, speaker and coach. She delivers programmes for some of the world's largest organisations, helping leaders around the globe improve their wellbeing and performance.

This companion book to Relational Feedback: Why Feedback Fails and How to Make it Meaningful builds on this first text introducing The Relational Leadership WAY©: a thematic framework produced from a doctoral research study. The framework has been ‘tested’ with 70+ managers and received favourable and reinforcing feedback about the efficacy of this relational approach.The aim is to continuously challenge opinion that feedback still incites fear and to learn more about what will ease our approach to this essential development practice. We are not alone with our feedback fears and perceived failures. You will find strategies to reveal and release tensions that help regain equilibrium as we make adjustments that change entrenched obsolete perceptions.You’re invited to reflect on your own and others’ feedback perceptions by defusing a collection of authentic feedback stories that generated fear, confusion and feelings of inadequacy. Exploring coping strategies designed to dilute impact and avoid future repetition are offered as solutions with an invitation to adapt to individual circumstances. Let’s also remember there are feedback conversations managed effectively and these feature in the relational qualities mix of good practice.Let’s also acknowledge good practice in feedback that helps us shine, do our best, fulfil our dreams and become our confident selves.

This companion book to Relational Feedback: Why Feedback Fails and How to Make it Meaningful builds on this first text introducing The Relational Leadership WAY©: a thematic framework produced from a doctoral research study. The framework has been ‘tested’ with 70+ managers and received favourable and reinforcing feedback about the efficacy of this relational approach.The aim is to continuously challenge opinion that feedback still incites fear and to learn more about what will ease our approach to this essential development practice. We are not alone with our feedback fears and perceived failures. You will find strategies to reveal and release tensions that help regain equilibrium as we make adjustments that change entrenched obsolete perceptions.You’re invited to reflect on your own and others’ feedback perceptions by defusing a collection of authentic feedback stories that generated fear, confusion and feelings of inadequacy. Exploring coping strategies designed to dilute impact and avoid future repetition are offered as solutions with an invitation to adapt to individual circumstances. Let’s also remember there are feedback conversations managed effectively and these feature in the relational qualities mix of good practice.Let’s also acknowledge good practice in feedback that helps us shine, do our best, fulfil our dreams and become our confident selves.

People are increasingly disenchanted with performance improvement techniques that fail to deliver. This book offers a new and refreshing way of engaging in authentic feedback that is willingly given and well-received. It demonstrates that focusing on the quality of relationship improves the activity of feedback.The Relational Leadership WAY© that is the core of this book was created from a thematic analysis of a doctoral research study. The framework encourages effective relationships and works through perfecting a ‘way of being’ that is generative and productive in interactions with others; especially in feedback conversations, whether we are the giver or the receiver. The 10 themes integral to the framework are organised into 3 parts that relate to pivotal points in a conversation and that when given focused attention will improve relationships:What needs preparing to establish relationships that stimulate constructive conversationsActive engagement in co-creating generative conversations through adopting relational behavioursYou both noticing and reacting to what emerges and impacts on sustaining the quality of the relationship. This book will appeal to those seeking an innovative approach to performance management and who welcome a reprieve from the relentless pursuit of a universal feedback tool. It is essential reading for: Business managers and leaders expected to motivate teams to become high performing work unitsOrganisational and independent coaches, mentors and practice supervisors developing trust by building effective relationships that encourage disclosure through engaging and authentic feedbackManagers, leaders, HR and OD specialists to use as a business text for performance management programmesTraining organisations to use as a core text for delegates.