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As leaders, we all hit a point when things stop going well. A problem emerges that we think we can handle but discover we can't. The tools that got us this far somehow stop working. We don't understand; what are we missing? What we don't see is what we can't see: we have blindspots. Blindspotting provides a framework for understanding six types of blindspots, then takes you inside coaching sessions with profoundly relatable leaders going through the process of learning to recognize their own blindspots.

The Science of Leadership: Nine Ways to Grow and Expand as a Leader presents a groundbreaking synthesis of research-backed leadership frameworks, offering a comprehensive guide for both seasoned and aspiring leaders. Authors Jeffrey Hull and Margaret Moore, cofounders of the Institute of Coaching, draw from their extensive experience and academic research to provide a practical, accessible roadmap for leadership development in today's complex business landscape.

Drawing from thirty years of global executive coaching experience, Damian Goldvarg delivers an actionable framework to help leaders develop coaching skills crucial for today's workplace. The book provides practical tools for building trust, improving communication, managing virtual teams, and fostering innovation through coaching conversations.

「毎日行きたくないと思いながら仕事に行き、やりたくない仕事をしている」「自分に向いている仕事なんて、あるのだろうか」「生きていて何か物足りない」

Aspiring leaders are hungry to learn all that they can about how to be a more effective leader. And certainly there are tools and best practices young leaders should know and add to their toolkit. But - as Steve Mostyn, one of the world's leading innovators in executive leadership, has learned over the past decades of teaching this cohort - two equally useful activities for the aspiring leader are reflection and experimentation.

In his book WHY GREAT LEADERS ASK GREAT QUESTIONS, Mostyn has crafted an elegant collection of the seven provocative questions aspiring leaders should ask themselves in order to spur that reflection and experimentation. These are some of the most important questions Mostyn poses to each cohort of the Oxford Executive Leadership program's students, honed by the past answers and engagement of thousands of students.

Generation Z has entered the workforce and are challenging leaders in ways they have never experienced before. Gen Zers often bring little work experience following college graduation, with parents encouraging them to focus on academics. Plus, having grown up on screens, they frequently bring lower levels of emotional intelligence than previous youth generations. This can be troublesome, as supervisors may experience a new job candidate who is overconfident, maybe even cocky, yet lacks the interpersonal skills to receive tough feedback.