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0:00:02.9 Wayne Brown: Hello, I’m your host, Wayne Brown, and welcome to the ET Project. We’re delighted to be delivering this podcast for executive talent all over the world, whom we’re affectionately referring to as Team ET. Today we’re heading to a new location for me, at least, Tel Aviv Israel, and meeting up with Team Architect and aidra.ai founder and CEO, Ms. Daria Rudnik. Daria is a fellow systemic team coach, having studied together under the guidance of professors Peter Hawkins and David Clutterbuck. Today, Daria helps ambitious leaders scale their impact by elevating their teams. She does this through team and leadership coaching, organizational consulting, assessment, and of course her AI assistant. Through her 15-year career, Daria has helped leaders create high performing work cultures for more than 5000 people, ranging from fast growing startups to Fortune 500 companies. Here are three examples of results Daria has helped to shape. First, a B2G tech startup established a high performing distributed sales team across multiple countries and integrated a new CEO, leading to increased sales and a more cohesive team.

0:01:20.5 WB: Second, a telecom company accomplished a growth multiple of four without expanding their head count by restructuring organizational processes and bolstering team communication and collaboration. And then finally, a hardware company successfully transitioned to become a market leader in the retail tech space by redesigning their organizational processes and providing leadership coaching for their tech executives. Team, in our conversation, Daria supports us in addressing the question of what makes a high performance, value-creating remote team and unlocks the power of several tools that she integrates into her own process. Both Daria and I see a future of team empowerment at the core of successful company strategies. So sit back, get ready to join us and learn more about this future shaping topic.

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0:02:15.6 Speaker 2: Welcome to the ET Project, a podcast for those executive talents determined to release their true potential and create an impact. Join our veteran coach and mentor, Wayne Brown, as we unpack an exciting future together.

0:02:29.8 WB: Welcome team to this week’s podcast. We’re going to be discussing a really fascinating topic and it’s fairly commonplace across the world now, we’re talking about remote teams. The reality that these teams present both, I wanna say unique opportunities as well as challenges, particularly for leaders who are probably striving for that high performance, value-creation in their teams. So we’ll be exploring the power of systemic team coaching as one of the crucial approaches for developing a cohesive, agile, let’s say, innovative remote team. And how focusing on integrated strategies that elevate team dynamics as well as collaboration, accountability, and all the other good things, allows the leader to unlock their remote team’s full potential. I know it’s a lot but we’re fortunate today to have a systemic team coaching colleague here to help us unpack the topic, as well we’re going to understand some of the tools and techniques that she’s introduced and is using as part of her practice. So with all of that said, let’s welcome Ms. Daria Rudnik as our guest today as we delve into some of the methodologies and insights for driving exceptional remote team success. Daria, welcome to the ET Project.

0:04:00.1 Daria Rudnik: Thanks. Thanks, Wayne. It’s great to be here and sharing my passion.

0:04:04.4 WB: As we always do, I wonder if you wouldn’t mind just kicking off with a little bit of background, what led you into the field that you’re in now?

0:04:14.5 DR: My background is in HR organizational development. I, like, I was chief people officer for mostly tech and telecom companies. And through my work I was dealing with mergers and acquisitions, setting up offices in other countries, cultural transformations. And I’ve noticed one thing that things that unites like all of those transformational projects. When companies grow, when companies go through crisis, if they have, when they have strong teams or those parts of organizations that have strong teams, they keep these employees through the challenging times. They produce greater results, and they feel better. Whenever we have a strong team, whether it’s an executive team or product team or project team or functional team, those parts of organizations are always like, always feeling better, performing better. And since that, I wanna create more great teams because I truly believe that teamwork actually makes us better humans, better people. And, yeah.

0:05:19.2 WB: My own personal feeling is, when we talk about coaching in particular, I see team coaching as the future of the coaching world and we’ll touch on AI I’m sure as part of our conversation, but coaching is not excluded to the AI introduction. There will be some point in time where AI sort of moves into the one-on-one coaching as it already is, but to a larger extent, I think team coaching could be a way off though. It seems to, the nature of team coaching is a little bit more intricate and difficult to deal with, and I think it’s a little way away before AI could possibly take that on. You’ve been in the industry for around 15 years. Is there anything that jumps out when you think back over that period that really stands out as a significant change or shift in this time?

0:06:17.9 DR: What I see as a significant shift is that people became mindful about how they want to feel at work. Like more and more I hear people saying, I want to do something meaningful. I want to understand how my work like creates meaning for the organization. I want to work for the organization that is ethical. I want to make something good in life, not just making money, not just building the career, not just working. I remember like the early days of my career, let’s just work. We can do that. That was kind of a part of competition, part of ambition, part of just drive of doing things. But more and more, I hear people saying not just work, but meaningful work.

0:07:00.7 WB: Would concur with that. I think there is that real mindset shift and personal aspiration shift and doing more meaningful things. To that extent, I see that you’re a member of the Forbes council and I read a number of your articles that you write. What inspired you to get involved with the council and how does that help with the work you’re doing?

0:07:26.6 DR: There’s so many things I want to share and I’m trying to do that through my LinkedIn profile, like through some videos, through the book I’m writing. But I wanna kind of structure, I’m a person of structure, I love structure, and I want to structure my thoughts. Here is what I think about meetings. Here is what I think about psychological safety. Here is what I think about teams and different aspects of teamwork. And like writing those articles every month actually helps me discipline myself in putting my thoughts into a written format so that I can easily share it with my clients, with people who want to read about it. Getting more clarity. When I write, I have more clarity about how do I articulate that? How do I really think about it? How do I really feel about that? So that was the main reason.

0:08:18.9 WB: Yeah. You mentioned LinkedIn. You have a very nice recognition from LinkedIn, you’re a top leadership development voice on LinkedIn. So congratulations. Well, let’s jump into systemic coaching for a moment because a lot of people listening will have no idea what I’m referring to as systemic team coaching. And maybe we can set it up by saying a similar word as systems thinking or when you talk about the whole systems approach, systemic is a similar concept to that. How did you first come to be interested in systemic coaching and what’s your exposure or experience so far?

0:09:00.5 DR: Great question. I had no idea what systemic team coaching is when I joined in the course. I joined the course for team coaching, which is something that I was really interested in, like you said, leadership coaching and coaching is a good, great, amazing thing, but the future is with team coaching when we create strong teams that drive organizational growth. So I joined this course on team coaching, which was led by two amazing team coaches, Peter Hawkins and David Clutterbuck. And they both are great. They have slightly different approach. Systemic team coaching resonated the most with me because it kind of broadens the perspective. It makes you think outside of like what you have right now. And that’s what I see when I coach leaders. They talk about their challenges and they talk about like things they need to accomplish and their goals. But what I see is a broader organizational context that they cannot influence or maybe cannot influence yet. And by working on the systemic level with stakeholders, multiple stakeholders and multiple levels of stakeholders, we can actually create a big impact. We’re not only thinking about my employees, but I’m thinking about my managers and the managers of my managers and even our clients, even if we are far away from clients, we need to think about them and like create this connection. So, and it works both with like leadership coaching and obviously team coaching as well.

0:10:34.9 WB: It was my first introduction to this whole concept as well. And I went the same path as you and did the systemic coaching with Peter, in the early stages with David as well. And David’s been on the show by the way. So he’s shared some of his wisdom. One day we’ll have the opportunity, we’ll do a co-coaching together, I’m sure. Let’s speak a little bit directly now to the whole concept of working remotely. We’ll nudge our way into this topic. But, so not only focusing on the team aspect, but the whole remote concept, which of course is commonplace now, but you have an article or a caption on one of your sites which I love, and it’s an article or almost like an image showing the CEO from Goldman Sachs and the statement that he ordered his entire workforce back to the office and only 50% turned up. From your perspective, is that still the general response you’re seeing?

0:11:42.9 DR: I’d say it’s different. Well, it depends, obviously depending on the market, people might not want to go back to their office, but if the market is tough, they will. Some people say, I wanna be, I wanna go to the office. I wanna like, or I want to be in the office two or three days a week, but I want to be like able to work from home two or three days a week. And for me it’s not about remote. It’s about being flexible and being able to choose when you work and how you work. Because the most important thing is how you deliver value, how you create this impact for the organization, for the team. And once you, if you can do it remotely, do it remotely. If you wanna go to the office, go to the office, but making people, forcing people commute, forcing people sacrifice the flexibility, it might work for some period of time when the market is tough, but no, when there are other options, people will choose other options.

0:12:42.9 WB: Let’s go a step deeper then and start to look at some of the unique challenges, perhaps, as well as the opportunities. Let’s start with some of the perhaps more common issues that you’re coming across in helping organizations deal with remote or virtual teams.

0:13:04.6 DR: I think it’s like no surprise that the most common challenge is communication, communication and relationship building. Things like I feel like I’m isolated. I don’t feel my team members, I don’t know what they’re doing. Lots sort of things that speak, that people don’t have that feeling of connection that they used to have in the office. The reason is that it’s not the remote team is not working. It’s not that you cannot have those connections. It means that you need to proactively build those connections in a bit different way than you would be doing that in the office. It’s the whole like new way of thinking about work dynamics and workplace when it’s remote or hybrid rather than when it’s off-site and all those practices that we used to have in the office and just taking them, moving them into Zoom, it’s not gonna work. The whole work process need to be reshaped with asynchronous communication and specific meetings and all these parts of the meeting for social connection. Proactively, consistently building those social connections with team members, connecting people with each other, not just manager team member. So that manager is not a bottleneck for the team operations. They communicate with each other. So this kind of thing. So it’s all about how we structure communication and how we structure work processes in remote setting.

0:14:39.0 WB: I could hear some undertones within what you’re saying there. And one of them was trust. For many leaders, it’s still difficult to not have somebody in an office, in a environment where I can walk down the corridor and I can see the person that they, are they working? Are they looking at their computer? Are they doing something they shouldn’t be? And now all of a sudden, I don’t have any… I don’t have that access to them constantly. And being able to let go of that, I think initially was very, very hard for many leaders. You’ve developed a number of great tools, let’s say, that can aid leaders in addressing many of the issues that they’re facing. And I’d like to dive into a few of them, but just to name a couple that I came across, you have a 90-day program, and in that program you have this CLICK, which is an acronym, five letter acronym framework. But you also developed a thing that I saw called the virtual team canvas, leveraging the marketing canvas concept, etcetera. And then you also use, I think, called the Game Changer Index. So maybe we can look at each one of those in turn. But if we start with the CLICK framework, if you don’t mind, could you provide somewhat of an overview of what it is and how you use it?

0:16:06.0 DR: CLICK is actually, it’s something that helps leaders remember about the main pillars of like great teams. And CLICK stands for Clarity of goals, Linking relationships, Integrated ways of working together, Collaborative decision making, Knowledge sharing and feedback. And when teams have all of that, they’ll form a high performing team. Well, clarity of goals is pretty clear. Like we all know how important the purpose is, mission and understanding, like why the team exists. Because a team is defined by its purpose, not by the members. But when there is no purpose, there is no shared purpose, there is no team. So the first thing is this clarity of goals.

0:16:48.5 DR: And then linking relationship is something connected with the systemic perspective that we talked about before because it’s linking relationship within the team, but also relationship with the stakeholders and their stakeholders and how team is connected to the stakeholders, not just through the manager, or team leader, but like they all can reach out to their respective stakeholders and have this communications individually, and they all understand their stakeholders and build relationship with them.

0:17:17.7 DR: The next one is integrated ways of working together is when team agree on team norms, how they communicate, how they work together, like how they help handle their meetings, how they onboard new hires. Somehow teams don’t do that, but once you agree on how you want to work together, it becomes so much easier. Like this example where a team leader suddenly realized that one of the team members just freaks out when he calls on the phone. And like he said, why? I don’t know. I just kind of, natural reaction, I have no idea. I just feel that something’s wrong. And I become nervous. So he said, okay, how can I help that? She said, just text me that you’re gonna call me on this and this. There’s nothing urgent. Nothing’s broken and I’ll be prepared. And it worked. It’s just so easy to talk about how you want to communicate with each other. And then the other point is collaborative decision making. When teams agree, like how do they make decisions? Is it leader who makes all the decisions and everyone is okay with it? What kind of decisions they make together? Where do they need consensus? Where do they need any voting? How do they move forward in their decision making? And finally, knowledge sharing and feedback. How team collects this feedback from their stakeholders, how they give feedback to each other and how they mutually learn and support each other in team growth. So that’s the framework.

0:18:43.0 WB: When you go to apply this, how does the application of the CLICK framework provide a result of accelerated performance?

0:18:49.2 DR: If a team wants to use it on their own, they have this canvas which they can go through, fill it in, discuss it as a team, usually throughout several meetings when they talk about all those things. When I join a team and we start this conversation, we obviously start with discussing their goals and what they want to achieve, but then we don’t necessarily go through each of those areas. We kind of focus, “Okay, where is the pain and where is the challenge?” And start with the challenge. And once they have figured out, then they can see this great improvement. Like there was a… And they can change in different ways. For example, there was a team, it was a VC fund, and they had grown and they started to see those functional silos when like head of marketing is not talking to head of sales, there’s head of finances, like you figure it out, I don’t care. And they had this kind of blame. It’s not a blame culture, but they started to blame each other for failures. And the founders really wanted to step up, to step out and not doing any operational work anymore. So what the team did is they actually decided that they need a CEO, and they mutually agreed that, “Okay, we need a CEO, founders have selected a CEO, and then they worked in a different setting.” So when team decides what to do next, they accept the changes and then they can grow together.

0:20:25.5 WB: I particularly like the last point, which is the knowledge sharing element of this model. I think it’s an area that many teams, they may achieve what they think they need to achieve, but then they disband and just as quickly as they came together, and they miss the opportunity for so much sharing. You have another relationship, at least with, this Game Changer index. I didn’t know anything about it until I was doing some preparation for our conversation. So I wonder if you could also introduce that a little bit for us, please. And just how would I use it myself as a leader, as a team member? What’s the application?

0:21:09.3 DR: I like this tool. I mean, it’s ergonometric. It’s an assessment where, once taking the assessment, you can see the energy for impact in the organization. And it’s not a psychometric, so it’s not about your personality. You can be extroverted, introverted, you can be a driver within the DISC framework or whatever else. The thing is how you create impact in the organization, and there are five proclivities of how you can implement the most… I mean, how you can impact the most, which is the Game Changer is the people who, obsessive with new ideas, like doing something different is what really, really drives them. Find something new and, okay, forget about this. Let’s do something else. They’re very creative, very… I wouldn’t say in like… It’s not so much as an innovative, but a kind of next step and next step and next step.

0:22:03.9 DR: But then, and same comes with the startup. You have this start. You have great idea. You start a startup, but what do you need next? Next you need someone who will actually take your ideas, those crazy unframed ideas, and create a plan, a strategy, how you can implement them, create a vision. Here is what we want to achieve, and here are the steps how we can get there. So these are the strategies. And then you need some people who are very action oriented, who just get things done. And you can hear those people by saying, stop talking, let’s just do stuff already. You just stop those conversations.

0:22:40.8 WB: Sure.

0:22:41.3 DR: We need to start doing something. So they take the strategy and start implementing it and doing. And then you need polishes. Those are the people who are obsessed with like, let’s do it even better, and I can do it even better. And innovation is here, continuous improvement is here. And sometimes perfect, like perfectionist is also here, but these are the people who make it better and even better and ask for feedback from the customers and use it to make the product better. And there is the fifth one, which is the playmakers. And the playmakers are those who connect people together and they just feel so good when they manage to connect with someone or when they connect game changing strategies, playmake and implement, like all those people working together as a team, that what drives the playmaker. And when you look at your organization, your team or project, a different passive organization or different stages of the project, you might need different type of energy. Like you’re setting up a transformation, what do you need to start with? Probably you wanna start with some, let’s think of what we can do.

0:23:49.7 DR: And you invite game changers. Or maybe let’s talk to our stakeholders and like find out their needs, and you invite playmakers. So depending on like what your organization is doing and like what you wanna do next, you need different energy and you can invite different people. And when you look at the team perspective, like for example, you have a product team, and there are a lot of game changers there on the product team. And they constantly think of something, “Okay, here is this great feature and we can also do this.” And no wonder they do not release on time because they’re constantly thinking of some new ideas, but the implementers are not heard. There are some implementers on the team, but they’re just not heard and they do not deliver on time. So as a leader, when you see the dynamics of the team and you see all the different voices and energies on the team, make sure all the voices are heard. And when you have too much game changers, make sure your implementers are talking and kind of manage this team dynamics.

0:24:54.5 WB: When you do the questionnaire, the assessment, does it highlight more than just your dominant self? Does it give you maybe a secondary or another perspective of, when I’m not the game changer, I often fall into this role? Does it provide that type of feedback?

0:25:15.1 DR: So, it basically shows your score on each five of those. And there are two main proclivities that actually define most of your decisions and how you create the impact. But you see the score for all of those, and you kind of see where you’re low at and where you might need support from your team members. And then think of how you can leverage your strengths to support your low energy areas.

0:25:43.4 WB: Right. So I’m visualizing. I don’t know if you ever used the Belbin team model.

0:25:47.8 DR: Yeah.

0:25:49.9 WB: An old tool from the ’80s, but in the Belbin model, they create a matrix for a team. And I’m visualizing there would be something similar for a team that participates in the Game Changer study as well.

0:26:06.1 DR: Yeah. There are teams that you need to have on the team, and Game Changer can actually help you find those people on the team. Because if you need some like resource investigator, that’s most probably a playmaker energy is there. So you kind of can match the energy to the role.

0:26:21.3 WB: Right. Right. Do you combine the CLICK framework as well as the GCI in your program or in the work that you’re doing?

0:26:31.2 DR: I like to start when it’s possible, I like to start with assessment, like leaders assessment, and then we do the team workshop. It kind of opens up the conversation, When people see something visual and they see those different energies and different types of people they have on the team, and that reveals the challenges that they wanna overcome. And then we kind of start with this assessment and team workshop and then move forward with the CLICK framework as a way to build a great team.

0:26:58.0 WB: Very nice. I know it’s impossible to give a concrete timeline, but what’s your experience in working with teams? Does it normally take six months, 12 months? Is there a standard or an average you’ve experienced in taking a team that’s performing at an average level and creating that high performing, value creation team?

0:27:26.6 DR: Well, I can say that there’s a check mark. Okay, now you are a high performing value creation team. There’s always like opportunities for growth.

0:27:32.8 WB: Absolutely.

0:27:34.4 DR: But usually the work takes… It’s definitely not less than four months, because otherwise you just cannot digest the changes and implement something and see some results. Like in most cases, it’s around like six months. Some teams I’ve been working with for nine months, and I don’t think I worked with any team for more than nine months because I really want them to be able to operate on their own and learn to self-develop as a team.

0:28:03.2 WB: What’s the future looking like? And so if we now look at AI as an example, and the progress with AI, what’s the impact you see it having within the coaching arena, within consulting, if we look broader than just the coaching?

0:28:21.6 DR: I’m a technological optimist. I do believe AI can really make a change, a positive change in the way we work, and in the way we work. And I see the huge benefit of it might be when we can analyze the skills people have and we can analyze the skills organization needs, and we can match people to skills or develop people like in terms of skills, not in terms of roles. You can have any type of role, but that requires different types of skills, but maybe you don’t need to feed one person into this role, kind of trying to push them… You can feed people into skills and just let them do what they can be good at and not make them do stuff that they don’t have energy to do. And AI can actually do that analysis and understanding of matching people to skills.

0:29:16.7 DR: And the other thing is learning. I know a company that does great things about coaching and training with AI. When someone works with an AI coach, for example, in presentation skills, doing a presentation, gets some feedback from AI, trains, practice again. And then this comes to a human coach or a human facilitator that gives, kinda analyzes AI responses and gives human to human feedback. And this is a great collaboration. I don’t see AI eliminating people’s jobs. Some yes, but mostly it’s enhancing and making us more productive and helping us do more meaningful work or achieving results faster.

0:30:03.1 WB: Wow. One thing just occurred to me, how do we define high performing teams or high performing cultures within an organization? If I come and I start talking to a leader and I say, let’s look at your team, let’s start to look at how we can make their performance even better. How do you frame that for the leader? Or how does the leader start to frame that?

0:30:29.5 DR: When I talk to leaders, there are two scenarios. One is, I see that something’s wrong. And obviously it could be conflict. It could be I have a feeling that something is wrong, but I cannot articulate that. And the other one, I believe we can be better, or I want us to be better. Or we have a goal that we need to achieve. There was a leader who said, I want to be a number one in the region. I want my team to be number one in the region. I have ambitious goals. I believe we can create… We can do great work. I believe we can serve our customers. We provide great service to our customers. I want to be number one and we’re not there yet. How can we be that, how we can reach that goal? So being a high performing team is not a goal in itself. What is it you wanna create? What is the purpose of your team and how you fulfill that purpose?

0:31:20.7 WB: What haven’t we spoken about? Anything that we haven’t touched on that you think is relevant or important?

0:31:27.9 DR: I really wanna share one thing and I came to realization that quite recently is that there is a problem of good leaders. And the problem, the good leaders are facing this problem more often than not so bad leaders, is when they’re trying to build relationship with their team members and they’re having all those one-to-one conversations, they’re supporting them, they’re asking what they need, and they’re there for them, which is great. And it is amazing. The problem is when you have, I don’t know, five, 10 people on the team, and you pay attention to each of those people, and you also have something that your stakeholders expect from you in terms of strategy and innovation and other things. And you have no time for that. And that leads to burnout. And I have seen leaders like face, what do I do?

0:32:18.7 DR: I cannot… I mean, I need to support my people, but I cannot do that. And the answer is, okay, don’t support your people. Support your team and create connection between those individual team members so that they first reach to each other and get support from each other rather from you. And it’s good for them because instead of one person that can support them, they have five hand people that can support them, not just you as a leader. And that’s like… Remote work kind of showed that it’s harder for managers to connect team members with each other, and that’s what they need to focus on. How do you connect your team members with each other so that they reach to themselves for help, and then to you as a leader?

0:33:03.5 WB: That’s a wonderful observation actually. And I also imagine that leader is most likely a team member of a larger team as well, or another team. And so the ecosystem continues and the burnout is real. The stress is real. Your point is excellent that you need to create that environment where the team is collaborating and not reliant on that hierarchical structure that we used to have and that we no longer have that opportunity for in many cases. So it’s now a, more of a nucleus or a network that needs to be self-sufficient, not just expecting that, that one person. So great observation. One of the things that we see a lot is the global team challenges, and largely because of language, culture, time differences. And then you have somebody who’s appointed as the leader who may not have that exposure themself to dealing with a global environment. Do you come across that very often?

0:34:22.9 DR: I do work with some global teams, and the question they ask is, how do you approach different cultures? And to be honest, I say, don’t approach different cultures, approach different people. Within a team, we don’t need to be… To have deep knowledge about how Asian culture is different from the Western culture. Look at the… You have different people with different preferences, different personalities in each region, in each culture, and you have no idea what this person, how this person grew up. So look at the individuals. It’s okay to look at five, 10 individuals and adjust your leadership style to them rather than to the whole culture.

0:35:04.6 WB: Great advice, because I know a lot of people ask this question, what are you doing at the moment? Are you working on anything? You got any books in the pipeline perhaps?

[laughter]

0:35:17.9 DR: I decided to write a book in 2020, I think. I tried once, stopped, dropped it, then I took it on again in 2022, didn’t finish it. Now in 2024, I promise you [chuckle] that I will finish and publish it next year. Today is a great milestone for me. I finished my first draft. I know there is lots of work to do. Like lots of opportunities for improvement for kind of wanting to drop it and stop working on it. But I will, I want, I will keep working on it and I will publish it next year. And obviously it’s a book about teams. Yeah.

[laughter]

0:35:56.8 WB: Yeah. Oh, I was just gonna say, are we allowed to know what it’s about? So it’s about teams.

0:36:02.2 DR: Yeah. It’s about how high performing teams, how great teams can support organizational growth. And it’s mostly about examples from my work with companies that rapidly grew from, I don’t know 200 up to 700, 900 people, and they start seeing changes with broken communications, functional silos, culture is changing, and they’re not as fast as they used to be. So how great team works can actually support organizational growth and not stop it.

0:36:41.2 WB: We may have to come back together once it’s about to release and have another discussion, so I look forward to that. Where can people go and learn more about what you’re doing, engage with you?

0:36:54.3 DR: I think the best place is is still LinkedIn. I’m pretty active. I open to conversations, to connections. Obviously you can check out my website, which is dariarudnik.com and you can chat with my AI coach Aidra. But if you really wanna connect, LinkedIn is the best place.

0:37:12.3 WB: We’ll put the links in the notes. Thank you for being on the ET Project. It’s been a great conversation.

0:37:18.9 DR: Thank you so much.

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0:37:21.9 S2: Thank you for joining us on the ET Project, a show for executive talent development. Until next time, check out our site for free videos, ebooks, webinars and blogs at coaching4companies.com.