Publications for Corporate Executive Coaches and Organizations … with Executive Coaching and Leadership Development Programs

As an executive coach how often do you invest in professional reading material only to find it is disappointing and not connected to your work?

Here is a list of material written by certified Master Corporate Executive Coaches (MCEC™) for your winter reading.

The authors are certified by the MEECO Leadership Institute™. The Institute is one of the foremost private authorities for corporate executive coaching and leadership development for organizations.

The institute serves four major functions:

I)             Measures and recognizes organizations who use executive coaching, employee enhancement/enrichment, and/or corporate culture as best in class models

II)           Develops programs to enhance the communication between organizations and SME to support their executive coaching and leadership programs

III)         Identifies and awards SME who are major thought leaders in the areas of leadership, executive coaching, employee enhancement/enrichment, and corporate culture

IV)         Serves as a certifying body for master level corporate executive coaches. In the area of certification for corporate executive coaches the Institute measures a coach’s ability on the following stringent factors:

·     Their clients return on investment as it effects the companies bottom line

·     The coaches certifications in using assessment instruments

·     The coaches publications to educate the field and or the public

·     The coaches involvement with volunteerism

·     Peer review of the coaches general business portfolio

·     The coaches ability to communicate to audiences regarding the field

·     The coaches effects on the field of executive coaching at the c-suite level

Visit to find out more about the institute, its work and its leadership conference.

Included in this list of publications are a few pieces of light reading regarding your pets, etc. which have also written be these senior level coaches all who are members of the Association of Corporate Executive Coaches™ (ACEC), an organization exclusively for master corporate executive coaches. Visit our website for additional information to see if you qualify for an invitation to become a member.

Note some of the publications may only be available by contacting the author. This presents an opportunity to expand your LinkedIn network by sending a link request to the author and requesting additional information as to how to obtain their publication. What author does not like to have the public contact them about their hard work? You may also contact them through ACEC


“Leading Business Change For Dummies”: by Schlachter, C. T., & Hildebrandt, T.H. (2012) Hoboken, NJ: John Wiley & Sons:

“You’re an Executive, But Are You a Leader?: The Executive’s Simple Guide to Creating, Communicating and Achieving the Vision” by Sonya Shelton 1st ed: Feb. 9, 2012; 2nd ed: May 4, 2014 ISBN: 9780984677207

“Mindful Leadership – Seven Practices in Personal Mastery” by Ken Giglo, October 2009; ISBN–10: 0615963250; ISBN-13: 978-0-615-96325-9,

“Creating Futures that Matter Today: Facilitating Change through Shared Vision” by Anna Pool &. Marjorie Parker, ISBN. 069293684X

“The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (J-B Leadership Challenge”6th edition: by Kouzes/Posner)  James M. Kouzes (Author), Barry Z. Posner (Author):

“The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations”:  by James M. Kouzes and Barry Z. PosnerJul 31, 2012: Organizations/dp/0470651725/ref=sr_1_1?s=books&ie=UTF8&qid=1535467101&sr=1-1&keywords=jim+kouzes

“Success 101: Tips and Strategies”: by Jean Laporte:

 “50 Tips for Terrific Teams”: by Dr. Catherine Carr, Aug 2013, ISBN-10: 1460225694, ISBN-13: 978-1460225691

“The Courage to Fall into Life: The Tao of Purposeful Existence”: by Mirella De Civita, PhD. , Acorda Press, 2011 ISBN: 0-978-09813448-2-9:

“The Respectful Leader: Seven Ways to Influence Without Intimidation”: by Gregg Ward and Walter T. Meyer; Hardcover – August 1, 2016 :

“Coaching for Engagement”: by Bob Hancox, ISBN 978-0-9867005-0-7; 2010;

“Women in Sync”: 2013, ISBN #B00ENMV2HQ, contributing author: Barbara Mintzer-McMahon, compiled by Suzanne Weinstein:

“Succeeding In Your Sandbox” — A Straightforward Guide To Doing The Right Things Right When You’re In Charge”: by Michael Crystal, LuLu Press; 2011; ISBN 978-0-557-34109-2:

“Pinpointing Excellence: The Key to Finding a Quality Executive Coach”:  by John Reed, Bright Sky Press, 2011: 

“Practical Negotiating: Tools, Tactics and Techniques“:John Wiley & Sons, 2007. ISBN 978-0-470-13485-6 by: By Tom Gosselin:

“The Power of Unfinished Business “— CD: by Eileen Broer:

“Nine Leadership Secrets”— CD: by Eileen Broer:

“Leading with Wholeness and Emotional Strength” — CD: by Eileen Broer:

“CEO Road Rules: Right Focus, Right People, Right Execution”: by Mary Key;

“Journeys of Heterosexual-Identified Individuals With an Evangelical Christian Background From Anti-Gay to Pro-Gay”: by Hildebrandt, T.H. (PhD dissertation, UMI Number 3527981). (2012). Ann Arbor, MI: UMI Dissertation Publishing Hildebrandt, T.H.:

“The Entrepreneurial Cat: 13 Ways to Transform Your Business Life”: by Mary Key; Publisher: Select Pr, June 1998, Language: English, ISBN-10: 0966031806, ISBN-13: 978-0966031805;

“Riding the Tiger: Leading Through Learning in Turbulent Times”: ASTD Press 2010 by Priscilla D. Nelson: keywords=Riding+the+Tiger%3A+Leading+Through+Learning+in+Turbulent+Times

“Coaching for Leadership: Writings on Leadership from the World’s Greatest Coaches”: Authors: Marshall Goldsmith, Laurence S. Lyons, Sarah McArthur; contributing author: Barbara Mintzer-McMahon, 2012, ISBN #0470947748, Amazon link:

“Enlightened Power: How Women are Transforming the Practice of Leadership”: Edited by Lin Coughlin, Ellen Wingard, and Keith Hollihan, contributing author: Barbara Mintzer-McMahon, 2013, ISBN #078797787X, Amazon link:

“Taking the Stage: Breakthrough Stories from Women Leaders”: Contributing author: Barbara Mintzer-McMahon, 2013, IBSN #0615822835, by The Alexcel Group,Amazon link:

“Executive Coaching: A Guide for the HR Professional”: by Anna Marie Valerio and Robert J. Lee, PhD:

Ready, Aim, Captivate! Put Magic in Your Message, and a Fortune in Your Future”: by Priscilla D. Nelson, Expert Insights Publishing 2012 chapter 34 “Leading with Values”:,+Aim,+Captivate

“Handbook of Organizational Politics”: by Eran Vigoda-Gado, Amos Drory; Chapter 19 Organizational Politics: Building Positive Strategies in Turbulent Times by Dr. Ronnie Kurchner-Hawkins:

“Preparing Learners for e-Learning”: Ronnie Kurchner-Hawkins; Chapter 7 Preparing and Supporting e-Learners: The Organizational Change Imperative. George M. Piskurich, Jossey-Bass/Pfeiffer, 2003:

“What Got You Here Won’t Get You There: How Successful People Become Even More Successful!”: by Marshall Goldsmith, Ph.D and Mark Reiter:

“What Animals Teach Us: Love, Loyalty, Heroism, and Other Life Lessons from Our Pets”: by Mary Key, Hardcover: 240 pages, Publisher: Prima Lifestyles, November 27, 2001, ISBN-10: 0761536078, ISBN-13: 978-076153607;

“Diversity Action Learning Teams, OD Practitioner:” September 2008 by Mary Harlan

“No Winner Ever Got There Without a Coach”: by Susan Curtain, Insight Publishing 

“Backseat Leaders: 10 Creative Ways to Lead Change. Leadership Excellence“: by Schlachter, C. T., & Hildebrandt, T.H. October 2012 , Vol. 29:10. pp. 7-8,

To keep current with our members publications visit us at:

What is your favorite publication (book, article, blog, YouTube video, TED Talk) for master-level corporate executive coaching or leadership and why?

Let’s share knowledge!



Propel Employee Engagement To Sky-Rocketing Levels

by Cindy Knezevich

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Often as leaders, we are focusing so intensely on growth that we miss that our team’s emotional experience is suffering.

And when they’re suffering, they’re in their Critter State versus their Smart State. Why? Most likely because safety, belonging or mattering are missing. But how do you know who needs what, and when? When I do culture coaching I use three main tools to find out:

SBM Behavior Decoder to help leaders understand what a behavior is communicating
SBM Communication tools for the individual
SBM Index for the entire organization

Today we are diving into the SBM Behavior Decoder and how this tool can help forge greater emotional agility and sky-rocketing levels of employee engagement in your tribe.

You don’t need to ask if a team member needs safety, belonging, or mattering–their behavior says it all. The SBM Behavior Decoder below will help you give them what they need to shift to their Smart State.

What Do Your People Really Crave?

If people are in their Critter State and craving safety, they’ll take safety away from others. They need their outside world to match their inside world. This could manifest in the workplace as someone spreading gossip, rumors, or fear in general.
If people are in their Critter State and craving belonging, they’ll isolate, withhold information, or form silos—they will essentially “leave the tribe.” They feel they don’t belong, so they’ll behave accordingly… and their outside world will reflect their inside experience.
If people are in their Critter State and craving mattering, they’ll take mattering away from others via condescending behavior and making people feel small. They don’t matter, so they make sure that others don’t either. Then their world will make sense.

Discover the SBM Trigger of An Individual

Once you determine what you think your people really crave, based on their behavior, you can begin a dialogue to confirm your findings.

Ask your people: What is most important to you at work? Please list in order of importance:

You’re on a team that has a plan, and people have your back. (safety)
You’re part of the team, and you have equal value to others. (belonging)
You’re acknowledged and appreciated for your unique contributions, and you are making a difference. (mattering)

This dialogue starts the process of becoming aware and once we are aware of what state we are in, we can apply the appropriate tools to manifest change. Next, notice both the “go to” behavior of a person in Critter State, as well as what lights them up. If their “go to” is Belonging in Critter State, you may want to try giving them Belonging regularly to light them up. You could do this by saying “I’m so glad you’re on the team. You really bring a lot to everyone! The team is better with you on it.” Notice also your “go to” and what lights you up, as well as your family members too!

Are you sending the right signals? The Silent Language of Leaders

by Lynn Varacalli Cavanaugh

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As a leader, you’re always on display. That’s why it’s important to know what non-verbal signals you’re sending.

Your body language – posture, arm gestures, facial expressions, etc. – speaks volumes to your employees and others, say researchers. Your leadership presence, in particular, is comprised of two sets of nonverbal signals

As a leader, you’re always on display. That’s why it’s important to know what non-verbal signals you’re sending.

Your body language – posture, arm gestures, facial expressions, etc. – speaks volumes to your employees and others, say researchers. Your leadership presence, in particular, is comprised of two sets of nonverbal signals, says Carol Kinsey Goman, author of The Silent Language of Leaders: How Body Language Can Help or Hurt How You Lead:

Power and authority: You display these qualities through your posture – standing or sitting tall with your feet hip distance apart, head straight and shoulders back.
Empathy and likeability: This is conveyed through smiles, positive eye contact and open palm gestures.

Whether you’re in a one-on-one meeting with someone on your team or giving a presentation to a roomful of board members, you’re sending nonverbal signals that shape others’ opinions of you. Are you coming across as the authentic leader you aim to be?

Too many “power signals” can make you appear aloof, yet too much warmth can stop you from commanding the attention of others.

What’s your body language saying?

Oftentimes, it’s subtle body language that draws people to you. Here’s what experts say is how to convey the right power stance:

Head straight. A manager should hold her head straight and avoid tilting it to one side, Goman. The head can be tilted slightly back, but not too much, or risk coming across as arrogant.

Eye contact. Too little eye contact can make you seem deceptive, but too much can turn into a “stalker stare,” says Goman. When meeting someone, look them directly in the eye, making sure to focus on an imaginary triangle formed by the eyes and the forehead. Looking anywhere below the eyes can come across as unprofessional, she says.

Making a point. When motioning to someone, use your hand rather than a finger. Using your finger is too aggressive, says Joe Navarro, author of What Every Body is Saying.

Steepling. Whether sitting or standing, building a steeple with your fingers and putting the tips together conveys that you’re confident, says Navarro, a former FBI agent who studied steepling with mock jurors. He found that attorneys, or witnesses, who hide their hands, were perceived as less open and honest by the jurors, while people who have great confidence about what they’re talking about will use steepling. In fact, it is probably the most powerful display of confidence that you can possess, he adds.

The power of the pause. Speaking slowly and pausing makes you seem more authoritative, says Amy Cuddy, author of Presence. The faster you talk, the less authoritative you seem.

Body language is a valuable tool to add power to your leadership presence, making you feel that you’ve got power literally in the palm of your hands. When you reinforce your message with your body language, your leadership will be that much more compelling, influential, and, of course, authoritative.

Abrasive Executives: A New Perspective

by Jordan Goldrich, MCEC

This is a different and perhaps provocative perspective on leaders who are experienced as abrasive. Most people who write about these executives or work with them call them names like bully, jerk, hyena, narcissist, toxic or the term in the (New York Times?) best seller, The No Asshole Rule. Would you agree that calling people demeaning names because you want them to be more respectful is ironic if not hypocritical?

In my experience working with these executives, I have found that most of them do not want to hurt people. In most cases, they have a warrior spirit. They get results in seemingly impossible situations with a work ethic that accepts nothing less than always giving their all. They are always goal focused, drive for results, demand discipline and hold everyone accountable…relentlessly. Even above average performers may wonder where they get the energy to keep going.

Doing and being the best, achieving and serving are so important to them, that they experience poor performance, laziness, and dishonesty as a personal attack. They respond defensively in a way others experience as disrespectful. Most are shocked when they learn the impact they are having on others.

My view is that we should honor their warrior spirit, value their contribution and challenge them to become better warriors. That means leading with humility and protecting others who cannot protect themselves among other things.

I believe these are high performing, yet imperfect human beings . . . just like all of us.

What is your opinion?


Jordan Goldrich leverages his background as a Chief Operations Officer and Master Corporate Executive Coach (MCEC), to partner with senior executives to drive results while developing their organizations, teams and the next generation of leaders. Jordan is the author of the forthcoming book, People Skills For The No-BullSh*t Executive: the least you can do. He specializes in helping valuable executives who are experienced as abrasive to increase their effectiveness while changing their impact. Jordan is a partner in CUSTOMatrix as well as Senior Talent Management Executive with Executive Core and Senior Executive Coach with the Center for Creative Leadership.

Does Executive Coaching Have Financial Value to Business?

Global Fiat Currency Image by LeaderAmp, All Rights Reserved

By Dr. Matt Barney

View original publication on LinkedIn

For nearly everything in business, leaders want to know if investments pay off. After all, who wants to waste money? A very recent study by The Conference Board, EY and Development Dimensions International shows that when measured at the firm level, leader development seems to pay off, consistent with longstanding research. But the new insight this year is that corporations that extend their development of leaders far below senior levels are 4.2 times more likely to outperform in financial measures like EBITDA, operating margin, and return on equity. They also tend to have better diversity results.

And surprisingly, the money spent on developing leaders is less potent than the hours invested to support their development. The DDI study showed that hours spent had a 68% larger relationship with business outcomes and financial outcomes, where the absolute amount of money spent had no such link. However – isn’t this a bit of a conundrum? The more busy leaders practice, the better they get – but leaders are often extremely busy and forget to practice. And how can you afford to scale this to the masses, without breaking the bank? The good news is that some new technology addresses these gaps, but before that, it was tough to scale executive coaching throughout the enterprise.

Is ROI a Good Framework?

Before I review a few new ways to improve the pay off of coaching, what evidence is there that traditional coaching paysoff sufficiently compared with alternatives? Almost 100 years ago in 1920, Du Pont created the idea of Return on Investment (ROI) – a financial calculation of whether the investment’s returns from one asset was more or less valuable than another. Particularly in people-oriented investments, the idea of ROI has been attractive, and especially promoted by practitioners such as Jack Phillips, who built upon Don Kirkpatrick’s framework for evaluating training, and whether they paid off. The USD$2B coaching industry – including my company – has an interest in trying to show that our solutions are worth the money we charge our customers, so we’d like to show an ROI if possible.

Unlike the DDI, Conference Board and EY study, too often coaching is evaluated at the individual rather than team, or organization levels for impact. Four comprehensive and systematic reviews of coaching’s effectiveness were done in 2009, 2013, 2015 and 2016 consistently show that coaching really works to shift cognitions, affect, skill and behavior. One meta-analysis showed across 591 coaching studies, that other people noticed a moderate-to-large amount of improvement in the leader’s skill gain and/or performance improvement. And in that same study, the leaders being coached in 173 additional studies reported even larger impacts than what observers had noticed. But these outcomes traditionally come at a premium cost: a six-month coaching engagement costs $15,000 to $75,000 per person, and time off the job for highly compensated executives. Because of the benefit and the expense, it’s easy to see why people would look to ROI estimates as a way of trying to evaluate coaching, training and alternative investment options. At the same time, many experts who focus on the micro-level of analysis are skeptical about whether it is sensible to use an ROI framework to evaluate coaching’s impact.

At the individual level, some coaching experts worry is that there are often many flaws in the way ROI is computed to trust it all of the time. Too often, many factors other than that leader are driving movement in operational, customer or financial measures, making it hard to tease out the impact from their improved performance caused by coaching. For example, imagine a coach trying to help a CFO cope with the great recession of 2008 – a successful engagement might have meant less fiscal loss for the organization than others in the industry, or lower amounts of loss than if the coach hadn’t helped the CFO improve his or her performance. Another risk with ROI calculations is that the estimates are done retrospectively and subjectively. Past studies using different methods range from a low ROI of 221% to a high of 700%, but these are done by looking back on the past and asking people to estimate the financial gains which may not be accurate or precise, and are likely to be subject to numerous cognitive biases. To avoid these flaws, scientists always prefer experiments. The gold standard for research – the double blind, controlled experiment, with pre-assessments, control groups and random assignment to conditions – is rarely done in ways to make strong causal claims about coaching causing financial benefits.

So if ROI is flawed, what’s the best way to evaluate coaching? Perhaps both the detailed and big-picture approaches need to both be used.

Cross-Level and Time Series Evaluation

At the individual level, a better and unbiased method is examining the degree to which the coaching objective was achieved. There are lead indicators for this – like clients practicing, and perceiving their own baby-steps of progress. And there are lag indicators, such as 360s showing that others noticed improvements. Ideally, we’d like to show how coaching drives sustained behavioral improvement over multiple 360 re-measurements, to confirm that all gains were permanent. Last year Joel DiGirolamo of the International Coach Federation, and I created and calibrated another lag indicator of coaching outcomes. It looked at the degree to which the coaching goals were achieved, and the impression of the leader as to whether the effort to achieve the goals were worth it – six months after the engagement stopped. These efforts don’t require perilous financial assumptions, or crude estimates of how much a leaders improvement contributed to financial measures.

As the new DDI study has shown, if we really want to look at financial impact, the aggregate across many individuals is a more pragmatic way to examine likely monetary impact, because when coaching is the primary way an organization invests in multiple leaders, it is easier to do experiments at the team, department or organization levels and control for possible confounding effects. These results show further that when firms ignore top practices grounded in science, they’re likely to waste about $1.6M, and 1,900 person-days. This suggests that there is a negative return when firms ignore evidence-based approaches to coaching.

New Technology

For most of my career, I struggled to scale development like coaching globally. Fortunately, new cloud/mobile technology solves the problem of supporting clients attempts to practice on their jobs. By using new forms of Artificial Intelligence, clients can schedule the days and times they wish to practice in-between sessions with a coach. The coach can then see how they journal about the lessons they learn from their attempts to practice without spamming, calling, emailing or otherwise bothering them to ask how things are going. By reading and responding privately to a clients journal, coaches can make their relationship embedded into each client’s daily life. And crucially, from a financial perspective, the AI allows for less expensive coaching models, so a single coach can support 4-5 times more clients than they could with traditional models. When these new, more affordable coaching models are plugged into the same financial models as the 2018 DDI study, coaching can be an even bigger pay off at every level of the corporation.

Are You Becoming the Leader Your Team Needs?

by Jessica Bealer

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For many of us in ministry, summer is a welcome break, a time to take a breath, shore up standards, and try new things. Programming is a little less rigid, and that’s a good thing because volunteers tend to be sparse this time of year.

Summer is also a great time to evaluate your current leadership development model and see where your ministry is coming up short. If you want fall to be a strategic season of growth, you’re going to need a plan to RAISE up additional leaders to help you manage your ever-expanding mission field and capture the momentum.

Using the acronym RAISE, here are five questions to help you assess your effectiveness as a developer.


A great leader dispels uncertainty. He or she responds to questions, concerns, or ideas promptly. It’s not enough to ask for feedback. Those you lead should feel acknowledged and considered when decisions need to be made.

Ask yourself …

  • Do I return calls and answer emails in a timely manner?
  • Do I hoard information or do I share details as soon as they are available to me?
  • Do I discount others’ ideas or do I listen and consider implementation?
  • Do I have a system for those I lead to offer feedback on a weekly basis?


Passion activates creativity. Most leaders want passionate people on their teams, but is your demeanor actually diverting creative solutions? When you’re accessible, open-minded and amicable team members will eagerly bring suggestions and proposals to you.


  • Am I social and friendly?
  • Am I confrontational or easy to talk to?
  • Do I ask questions and offer compliments freely?


When you choose to invest in someone you lead, you intentionally carve out time and put forth effort to see him or her successfully reach the next level of leadership. If it’s not personal to you, it’s not a true investment. Dividends require risk and a sacrifice on the part of the investor.

Ask yourself:

  • How much time do I spend each week with those I lead?
  • Do I consistently speak vision?
  • Do I offer constructive feedback?


You’ve heard the saying: “When life gives you lemons, make lemonade.” It’s easier said than done. Like lemons, life can sometimes be tough and messy. Those you lead need to know you will be with them through whatever comes their way. Supporting your team means knowing them, loving them, and doing life alongside them.

Ask yourself:

  • Do I seek to know the individuals who make up my team?
  • Am I committed to seeing my team through the highs and lows of life and ministry?
  • Do I celebrate the successes of those I lead?


The life span of your ministry is directly linked to your ability to pick up and release tasks and initiatives. Those you lead need to know you trust them. They need to feel comfortable making important decisions. At some point, you were given the opportunity to lead, and you made the most of it. Those on your team are ready and waiting for the same opportunity. Don’t allow your fear of failure to rob others of their calling.

Ask yourself:

  • Do I authorize team members to brainstorm and implement solutions?
  • Do I micromanage or encourage ownership?
  • Do I vocalize my trust often?


The product of healthy leadership is the development of great leaders. Let’s make a resolution this summer to begin to produce leaders who are responsible, approachable, invested, supportive, and empowering. Let’s build the necessary infrastructure this summer so our ministries are positioned for impact this fall.