Herminia Ibarra is the Charles Handy Professor of Organizational Behavior at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties.
An authority on leadership and career transition, Thinkers50 ranks Ibarra among the top management thinkers in the world and awarded her the #1 Leadership Thinker prize in 2013. She is a member of the World Economic Forum’s Expert Network, a judge for the Financial Times/McKinsey Business Book of the Year Award, one of Apolitica’s 100 most influential people in gender policy, a Fellow of the British Academy, the 2018 recipient of the Academy of Management’s Scholar-Practitioner Award for her research’s contribution to management practice, and serves on the Governing Body of the London Business School.
She is the author of best-selling books including Act Like a Leader, Think Like a Leader and Working Identity: Unconventional Strategies for Reinventing Your Career.
Her 2019 “The Leader as Coach” article in the Harvard Business Review won the prestigious Warren Bennis prize for the best leadership article. Ibarra writes regularly in leading publications including the Harvard Business Review, Financial Times, Wall Street Journal, and New York Times and speaks internationally on leadership and organizational transformation. A native of Cuba, Ibarra received her M.A. and Ph.D. from Yale University, where she was a National Science Fellow.
No longer can managers simply command and control as experts paid to know the right answer nor can they mainly reward teams for executing flawlessly on things they already know how to do. Instead, they need to reinvent themselves as coaches whose job it is to draw energy, creativity, and learning out of the people with whom they work.
More than an individual skill, coaching is becoming integral to the fabric of a learning culture—a skill that all good leaders need to develop and deploy with the people they manage. In this session, we explore what it takes to make coaching an organizational capacity that transforms your company into a genuine learning organization.
Beyond teaching individual leaders how to become better coaches, you must effect a cultural transformation that involves articulating “why coaching,” role modeling the behavior, building capability throughout the organization, and eliminating inevitable barriers.
1. What is coaching and why coaching skills are a critical element of a learning organization.
2. What steps leaders can take to instill a coaching culture throughout their organizations.
3. How to identify and remove barriers that work at cross-purposes to a coaching ethos.
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