If the ROI of coaching is so clear, what blocks us from doing it more consistently? The hesitation surrounding creating a culture of development is rooted in three common misconceptions –that the change involved is too drastic, too slow, and not permanent enough. Third Factor CEO, Dane Jensen, debunks each myth and proves that the entire process of transforming into a coaching culture is self-reinforcing, but requires the full support of senior management. Click here to read the whitepaper. Sport can be a positive source of growth in our children’s lives, but can also do great damage. As a parent, you can make the difference. We all want our children to excel in the sports that they’re engaged in, however, we have a much greater role: to ensure that our children succeed in life. This means that it is more worthwhile to focus on building skills like teamwork and confidence than it is to focus on the win itself. Sandra Stark, having been exposed to the worlds of both motherhood and coaching, reflects on her experience so that you can be a ‘positive participant’ in your child’s athletics. Click here to download the whitepaper. Have you heard? Annual performance reviews have been rated ‘needs improvement’. From CEOs to employees, and from HBR to Fast Company to Deloitte University Press, there is an overwhelming consensus that current approaches to performance management – anchored around the dreaded annual review – are broadly ineffective. According to a Deloitte University Press report, less than 50% of CEOs believed that their performance management approach helped drive employee engagement or business results. Further, less than 10% of HR leaders believe that annual performance reviews result in accurate information, and less than 4% of employees feel that it is the best way to motivate and engage them. In response to this disappointing data, companies are moving quickly. Most large companies are actively experimenting with performance management systems, and some have eliminated annual reviews entirely. The challenge is that while the data is clear on what doesn’t work, there is no clear consensus on what does. The inevitable period of experimentation and transition to come will challenge managers – as many of them will be asked to ‘fly the plane while its being built’. Arming them with the skills to thrive during this period of transition will be vital. Click here to read the whitepaper.