Leadership Chronicles 
November 2011




We trust this newsletter finds you well. We have had lots of very positive feedback (thank you) lately and several of you have asked to include articles that you've written. It is with great pride that we announce a new feature called "Sitting In" where guests can include an article they've penned to be added to the Leadership Chronicles. Submit articles to this link for consideration. 

We hope you enjoy this edition and if you missed one of our past issues, please follow this link to take a look at previous Leadership Chronicles.


All the best,

Randy Sabourin & Cam Anderson 
 Leadership Coaching: The Follower Based Mode
by Cameron O. Anderson and Randy Sabourin
The rules for work are changing. We're being judged by a new yardstick; not just by how smart we are, or by our training and expertise, but also by how well we handle each other and ourselves. -Daniel Goleman

bbCorporate leaders face a future where the performance of their organization will rely on the ability to adapt their behavioral styles to meet the needs of their direct reports. Getting the most from an individual or your team means first having a way to understand yourself while accepting responsibility for the success or more importantly, the failure of business relationships.  The interactions of people within a team or externally with clients or other stakeholders does not fall into the same classification as controlling manufacturing quality or forecasting enterprise resources. If we accept that everyone is unique (as we believe ourselves to be) how can we apply the same coaching advice, or sales training, or decision making processes to everyone the same way. It is tried daily, and fails daily.


 While "rapid cognition" and intuition are important elements of management coaching in today's rapid fire environments, relying on experiences and values-based techniques for problem solving, learning and discovery (aka heuristics) is only part of it.  A reliable, repeatable process for positively impacting the behaviors of staff includes a full self-understanding of the coach. A typical management leadership failure often sounds like "...everyone is great at their jobs but they can't work together... there tends to be too much unhealthy conflict and politics".


 Read the rest of the article...  

Sitting In - Lauren Davey 


We are thrilled to announce that the ASCI newsletter will now be featuring guest writers. To launch our new column, Lauren Davey takes a look at what it takes for organizations to develop the hidden talent of employees. Lauren is a consultant and has over 20 years experience in a diverse array of industries and leadership roles including executive positions as an HR functional leader and business partner on senior leadership teams with domestic and multi-national organizations. She is a certified coach and TAIS consultant. 

Inside-Out: Turning the War for Talent in Your Favour 

Organizations often look outside for top talent as a way to "raise the bar" or avert a talent crisis.  There is much being written today about talent shortages among organizations - it is real and prevalent.  Yet, what if we could help our organizations fight the war for talent by taking a more active role in our development?   Could that role reduce the talent shortage by creating opportunity for others and ourselves already on the payroll?  After all, the workplace is filled with skilled employees who have accrued countless years of valuable experience.  First, however, a commitment to change is required to meet the new and growing demands of organizations for their leaders today.

Over the years we change our hairstyle, our clothes, the cars we drive, our home furnishings.  We spend time researching and evaluating items such as the latest Smartphone to determine whether we should upgrade our current hardware for the latest version- yet when it comes to an upgrade of our leadership capability, we tend not to invest much thought and even fewer resources. Though leadership may not evolve as quickly as Smartphone technology, the principle remains the same.  Upgrades eventually make previous versions of the same thing obsolete.

 Read the rest of the article... 

If you are interested in contributing an article, please send your pitch   

We know your time is valuable so thank you for taking a minute to look at our view of business and the world around us. You can find more information at our site or
 send us your thoughts and suggestions.


 Cam & Randy

In This Issue
Coaching: The Follower Based Mode
Inside-Out: Turning the War for Talent in Your Favour
Myth of Left Brain & Right Brain
Best of: Tweets
The Myth of Left Brain & Right Brain

Are you right (creative) or left (logical) brained? The correct answer to the question is "both." Right brain/left brain has been a common, yet misleading, way to label people based on 60s split-brain research. Follow the link below to a video in which Iain McGilchrist, psychiatrist and writer, debunks this belief and reveals a clear picture of how the two sides of the brain really work.



RSA Animate - The Divided Brain
RSA Animate - The Divided Brain
Quick Links

Best Of Our Tweets:
ASCI Tweets
Unlocking the Beneficial Components of Mindfulness Meditation

Companies w/ Corporate Cultures That Support Innovation Strategies Have Superior Financial Performance, Data Reveals

Explaining the Neuroscience of the Zombie Epidemic

Why the Grass Seems Greener

A New Discipline Emerges: The Psychology of Science

Gamification of Team Building and Conferences - Case Study -

RT: Worst business idea: opening an H&R Block franchise in .

Consumers can make decisions in as little as a third of a second - Research Paper

Neuroscience and ads

Wicked Problems and the Challenge of Constant Change - nice article with a nod to improvisation as a skill

RT @davidrock101: Are we losing the art of the conversation, right when we need it most?

Using Behavioral Psychometric Tools and Gaming (The Go Game) for Team Building - Case Study -

Gen Y out of work: What is corporate America doing about it?