Sublime

To understand how businesses work, you must have a firm understanding of how people tend to think and behave—how humans make decisions, act on those decisions, and communicate with others.

In my Narrative coaching practice, coachees are not alone: rather, “we” stand on the shoulders of so many rich relationships that have informed the stories they hold as leaders or managers.

For people operating from this perspective, relationships are valued above outcomes.

They look for answers to questions like: What are the real reasons behind a client’s decisions? Who and what do their clients value and cherish? What are they looking for in their lives and in their work? How do they view themselves and the world?

Mihaly Csikszentmihalyi, Good Business: Leadership, Flow, and the Making of Meaning. New York: Viking, 2003.

focusing the collective efforts of the firm’s principals around carefully chosen areas of experience would…

Some highlights have been hidden or truncated due to export limits.

most frequently selected) option—maintaining a firm with diverse practices at various stages of the life-cycle spectrum—is a challenging managerial task. The conflicting economic, behavioral, and managerial requirements of different practice areas are sufficiently great to create severe internal tensions and stress