Jose Bermejo

MASTERING THE 8 ICF CORE COMPETENCIES = MASTERFUL COACH? The International Coaching Federation (ICF) launched in November 2020 their new updated coaching core competencies model which clearly constitutes an improvement compared to the previous model. For example, they eventually realized that the coaching mindset (new core competency #2) is a critical element for effective coaching (something we built into our coaching training already as far back as 2006). So will mastering these updated and improved competencies guarantee masterful coaching as ICF would suggest? I don’t think so. While I agree that these competencies are important to master, truly masterful coaching in my opinion takes more than that, for example: - a high level of self-awareness and self-reflection of the coach, while being present with the coachee - effective use of tools that can make the coaching more efficient and/or more effective  - ability to integrate methods and models that help the client in their self-discovery  - knowing when and how to ‘break the rules’ of coaching (after mastering the rules first) for the client’s benefit  - corporate/life experience - hold on, not necessarily for sharing (sometimes appropriate) or advising but for asking the right questions  Etc If you study coaching with Ascend-U, we’ll definitely help you with mastering the core competencies, but we won’t stop there. Find out more in our upcoming complimentary preview on 08 January, 12.30-13.30 HKT/SGT/CST. Register here: https://lnkd.in/gU7HdHJa #coachingmastery #coachcertification #icfcorecompetencies #coachingexcellence #innovativecoachtraining Amit Chatterjee Dana Breitenstein PCC Wilson Li Susan Milford Josephine Tan Shantanu Jain

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MASTERING THE 8 ICF CORE COMPETENCIES = MASTERFUL COACH? The International Coaching Federation (ICF) launched in November 2020 their new updated coaching core competencies model which clearly constitutes an improvement compared to the previous model. For example, they eventually realized that the coaching mindset (new core competency #2) is a critical element for effective coaching (something we built into our coaching training already as far back as 2006). So will mastering these updated and improved competencies guarantee masterful coaching as ICF would suggest? I don’t think so. While I agree that these competencies are important to master, truly masterful coaching in my opinion takes more than that, for example: - a high level of self-awareness and self-reflection of the coach, while being present with the coachee - effective use of tools that can make the coaching more efficient and/or more effective  - ability to integrate methods and models that help the client in their self-discovery  - knowing when and how to ‘break the rules’ of coaching (after mastering the rules first) for the client’s benefit  - corporate/life experience - hold on, not necessarily for sharing (sometimes appropriate) or advising but for asking the right questions  Etc If you study coaching with Ascend-U, we’ll definitely help you with mastering the core competencies, but we won’t stop there. Find out more in our upcoming complimentary preview on 08 January, 12.30-13.30 HKT/SGT/CST. Register here: https://lnkd.in/gU7HdHJa #coachingmastery #coachcertification #icfcorecompetencies #coachingexcellence #innovativecoachtraining Amit Chatterjee Dana Breitenstein PCC Wilson Li Susan Milford Josephine Tan Shantanu Jain Dr. Sabine Kullak Joe Kong Anita Lee Karen Tay Beng Koon Tay Dr. Elizabeth Surekha Peggy Shum Jennifer Teo

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🎁FREE RESOURCE: Created by alums of McKinsey & Company in the Umbrex Learning & Development Practice, The Umbrex Consulting Skills Self-Assessment Toolkit will help identify areas for development in order to advance your consulting career. If you'd like access to this resource, drop a comment below 👇 The toolkit includes provides objective criteria for a self-assessment of these areas: Analytics Data analytics Economics Estimation and mental arithmetic Finance and accounting Spreadsheet skills Statistics Client Development Discovery calls Generate project opportunities Outbound outreach Proposal process Communications Design skills Foreign language Interviewing skills Listening Skills Meeting facilitation Oral Communication Skills Public speaking Writing horizontal documents Writing vertical documents Interpersonal Client Leadership Conflict Resolution Cultural sensitivity Emotional intelligence Empathy Influence Skills Negotiation Skills Relationship building Senior Presence Team Leadership Knowledge Functional Knowledge Industry Knowledge Management Administration Coaching Decision-Making Skills Project Management Recruiting Marketing Content creation Personal brand Social media Portfolio Project list Personal Agility Curiosity Diversity Drive Ethical Behavior Fitness Habits Mindfulness Scout Mindset Observation skills Self-management Technological Proficiency Thought Leadership Business Acumen Innovation Problem Solving Strategic Thinking Synthesis ✍️ Let me know if you'd like access ➕ Join 67K who follow me, Will Bachman, for free consulting resources ♻️ Repost if your connections may find this resource valuable

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Growth Tunnel Vision. A common problem in business strategies. There are at least 8 ways of scaling your impact, and growth is only one. // 01 STABILIZE // → About: Stabilizing an initiative to last longer. → Case: YMCA (existed since 1864) // 02 SPEED // → About: Speeding up an initiative to happen faster. → Case: Vyld got non-extractive funding (instead of relying on crowdfunding) to, amongst other things, speed up its R&D process and get its algae products to market faster. // 03 GROW // → About: Does it even need an introduction? Anyway, here it is: Growing an initiative within a similar context that is dependent on you (often meaning, growing the size of your company) → Case: Every conventional company. But let's reference Mondragon here, the world's largest cooperative. // 04 REPLICATE // → About: Replicating an initiative to a dissimilar context dependent on you. → Case: The Keyword is "dependent on you." All the franchises in the world can go here. // 05 TRANSFER // → About: Transferring by doing a similar initiative in a similar context independent of you. → Case: We plan to do this in the Post Growth Guide by helping others set up local, similar versions of the guide that run independently. We unpack that in Chapter 10 of our handbook. // 06 SPREAD // → About: Spreading (principles) to a dissimilar context independent of you. → Case: The New Nordic Food Manifesto is a great example. // 07 SCALE UP // → About: Change the rules that define the context for you and others (laws and institutions). → Case: Reduction Roadmap asking for stricter climate regulation in the Danish Built Environment industry. // 08 SCALE DEEP // → About: Scaling deep to change the values that shape the context for you and others. → Case: Some of Mended's work can be classified as this: promoting sufficiency, buying less, repairing, and such. And, if you found this post helpful, you might enjoy our newsletter The Limited Edition. One short email every week that can help you with either: 01. Avoiding the Green Growth Traps 02. Understanding the Post Growth Movement 03. Building a resilient business aligned with Planetary Boundaries (including how to scale your impact) 📌 Join 2.5K readers here: https://lnkd.in/eiGdsa_r

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Insights from an adviser to BCG and senior lecturer at Harvard Business School: Welcome to Strategy Skills episode 492, an interview with the co-author of the book Personalized: Customer Strategy in the Age of AI, David C. Edelman. This book is a playbook for delivering true personalization at scale that will help executives learn how to put personalization at the center of their strategy and accelerate growth. BCG’s Mark Abraham and HBS’s David C. Edelman describe five promises of personalization: Empower Me, Know Me, Reach Me, Show Me, Delight Me. David C. Edelman is a senior lecturer at Harvard Business School, an executive adviser and board member to brands and technology providers, and an adviser to Boston Consulting Group (BCG). Previously, David was chief marketing officer at Aetna, a CVS Health Company and has worked with dozens of companies on personalization, AI, and agile marketing at BCG and Digitas North America. Forbes has repeatedly named him one of the Top 20 Most Influential Voices in Marketing, and Ad Age has named him a Top 20 Chief Marketing and Technology Officer. #strategy #AI #marketing #BCG #Harvard #podcast #executive

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Utilizing AI for Decision-Making: Unveil the Power with This 5-Step Roadmap Transform high-stakes decision-making using AI and sidestep common pitfalls of slow response times and low-quality information. Start by setting clear goals aligned with AI capabilities, then progress through organizing data, choosing the right analysis tools, testing decisions in controlled settings, and finally scaling AI use across your organization. Follow this straightforward guide to make swift, reliable, and impactful decisions that propel your business forward with confidence.

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𝐅𝐨𝐮𝐫 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐌𝐚𝐤𝐢𝐧𝐠 𝐁𝐢𝐚𝐬𝐞𝐬 𝐂𝐨𝐦𝐦𝐨𝐧𝐥𝐲 𝐀𝐟𝐟𝐞𝐜𝐭𝐢𝐧𝐠 𝐋𝐚𝐫𝐠𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 A thought-provoking article by Tim Koller from McKinsey & Company on decision-making biases in large organizations. Here are some key points. The link to the full article (with solutions to overcome these biases) is in the comments. 1. 𝐆𝐫𝐨𝐮𝐩𝐭𝐡𝐢𝐧𝐤 𝐚𝐧𝐝 𝐒𝐮𝐧𝐟𝐥𝐨𝐰𝐞𝐫 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐆𝐫𝐨𝐮𝐩𝐭𝐡𝐢𝐧𝐤: Individuals hesitate to suggest ideas that might differ from the perceived consensus.  𝐒𝐮𝐧𝐟𝐥𝐨𝐰𝐞𝐫 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Executives often try to guess what the most senior person wants to hear and adjust their own views accordingly. 2. 𝐋𝐨𝐬𝐬 𝐀𝐯𝐞𝐫𝐬𝐢𝐨𝐧  People tend to weigh losses more heavily than gains, leading to missed investment opportunities. 3. 𝐂𝐨𝐧𝐟𝐢𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐁𝐢𝐚𝐬 This bias involves focusing on data that supports a hypothesis while overlooking contradictory information. For example, a management team might select only data that supports a strategic direction, potentially missing insights that could lead to better decisions. 4. 𝐀𝐧𝐜𝐡𝐨𝐫𝐢𝐧𝐠  Decision-makers may rely on past information (even if irrelevant) to guide current decisions. Large organizations, for example, often base budgets on the previous year's allocations. As a result, their budgets won’t be aligned with any potential strategic shifts that top management may want to make. 𝐖𝐡𝐢𝐜𝐡 𝐨𝐟 𝐭𝐡𝐞𝐬𝐞 𝐛𝐢𝐚𝐬𝐞𝐬 𝐝𝐨 𝐲𝐨𝐮 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐞 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐨𝐰𝐧 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧? #OrganisationDevelopment #GroupCoaching #LeadershipDevelopment

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I often get the question which level of strategy is most important: corporate, business, or functional level? The answer may surprise you. Business-level strategy is most important. This is why. Roughly, there are three levels of strategy: 1. Corporate-Level Strategy Strategy for an entire (often large) corporation, covering aspects like investment, portfolio management, diversification, acquisitions, and financial objectives. 2. Business-Level Strategy Strategy for a business unit, division or smaller company, covering aspects like target market, value proposition, positioning, revenue model, and capabilities. 3. Functional-Level Strategy Strategy for a department such as marketing, production, or HR, covering aspects like how to create efficiency and added value for the business and corporation. Most people would say Corporate-Level Strategy is the most important. Because it is the highest level, encompasses most, and involves the highest ranks in an organization. I disagree. For me, Business-Level Strategy is most important. Why? Because this is the place where the real action is. It is at this level that you have your products and customers, where you make your money, and where you invest most. So, as the name already suggests, it’s at this level that actual business takes place. Corporate-Level Strategy and Functional-Level Strategy are of course important too. But both are supportive. For Functional-Level Strategy this is clear, but Corporate-Level Strategy is also primarily oriented at creating the right conditions for Business-Level Strategy to be successful. This is why Business-Level Strategy is most important and the level to which organizations need to spend most of their attention—time, people, and money-wise. [Featured in The Strategic Leadership Playbook. Originally published in October, 2023] #strategyconsulting #businessanalysis #managementdevelopment

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Most CEOs get strategic planning wrong. Here's why. The hard truth? Most CEOs mistake long lists of initiatives for strategic planning. They think more initiatives mean better strategy when, in reality, a cluttered plan is as ineffective as no plan at all. Here’s where CEOs miss the mark—and what needs to change. 1. Confusing Tactics with Strategy Most CEOs think in terms of tactics, mistaking them for strategy. “Let’s launch a new product line,” they say. “Let’s build a mobile app.” These are tactical decisions, not strategic ones. A strategy isn’t a list of things to do; it’s a plan to achieve a specific, competitive position in the market. Tactics support strategy, not the other way around. The CEOs who understand this keep their companies focused on positioning, differentiation, and unique value—everything else is a means to an end. 2. Overloaded with Initiatives A good strategy is simple, clear, and precise. If your plan is a catalogue of tasks, you’re not strategizing—you’re listing things to do. Strong leaders identify the few moves that matter most and cut the rest. A complex plan with dozens of priorities is a sure way to burn resources and lose focus. 3. Missing Accountability Creating a strategic plan is easy. Making it happen? That’s where most plans fall apart. Strategy without accountability becomes wishful thinking. CEOs need to assign responsibility and enforce follow-up on every goal, ensuring each piece of the strategy is executed. Without this, a strategic plan is just a nicely formatted document. 4. Ignoring Market Dynamics A strategy that doesn’t evolve with the market isn’t a strategy—it’s a liability. CEOs often set a direction without a clear pulse on competitors or shifting customer needs. The best strategies are adaptable and constantly adjusting to the landscape. CEOs who actively track these dynamics avoid the trap of a stagnant strategy. 5. Failing to Lead the Charge If the CEO isn’t visibly invested in the strategy, why would anyone else be? Strategic planning isn’t something to delegate; it’s the CEO’s role to champion the plan. CEOs who own their strategy set the tone, making it clear this is the company’s north star. When employees see the CEO engaged, they’re more likely to align with and execute the plan. Real Strategy: Simplicity, Focus, and Execution True strategy is about choices: focusing on competitive advantage, sticking to a few critical moves, and staying responsive to change. CEOs who succeed here understand that a strong strategy isn’t just a document—it’s a discipline. And when done right, it delivers real results. The takeaway? Strategy isn’t a checklist; it’s the backbone of sustainable growth. When CEOs focus on clarity, accountability, and adaptability, they lead their companies toward winning, not just “doing.” #Strategy #Leadership #CEO #BusinessGrowth #CompetitiveAdvantage

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ACTIVATION vs ACTIVITY Many consulting and advisory firms focus on activity: - go to events - host webinars - send outbound emails - write some whitepapers - start a podcast Those activities are all fine, and if you are starting from scratch, then simply focusing on activity volume (how much you can cat done) can work for a time. But without an activation plan, these activities become disjointed - wasting time, money and opportunity in the process - and less effective because there is no plan to measure success. Today Neil Barrow is joining me today on Relationship-Led Growth LIVE at 3pm EST to discuss how to create practical and effective activation plans for #consulting and #advisory firms. We'll address what's practical for these firms based on their unique operating models, staffing structures, and business development needs. We'll be answering questions throughout, so please join us live. If you can't join live and want to ask a question, please put it in the comments and we'll do our best to address it, so you can get your answer on the recording. https://lnkd.in/gAws7qmj

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What are the secrets of strategy implementation? We are delighted to launch "Strategy Implementation Body of Knowledge 2.0," authored by Antonio Nieto-Rodriguez and Robin Speculand. It guides you and your company on how to successfully implement strategy. 🕙 At a time when strategies have a shorter life cycle, we are implementing them more frequently than ever before. 🕥 Implementation has become a differentiating competitive factor. This is primarily because many companies are poor at implementation. Also, because leaders spend more time discussing strategy than they do seeing through its implementation. "SIBoK 2.0" provides the Strategy Implementation Roadmap (SIR), video links, external articles, and a plethora of easy-to-adopt tools, tips, and tactics based on top-performing companies to guide your company to implementation success. All our current members have received a complimentary electronic copy of the book. As do any new members who sign up for the course and exam. #digitaltransformation #digital #strategyimplementation #worldclassimplementation #Implement

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Business Strategy and Business Models - a critical distinction Whether you are at the helm of a large organization, or an entrepreneur building a hopeful business idea, grasping the nuances between a business model and a business strategy is critical to success In practice, the conceptions and views of business strategy and business models show a lot of confusion. There is some sort of a mistaken merge or unification of these two concepts, which is not only wrong, it actually comes with significant business implications, and dare I say, risks, on the company performance and progress A Business model is how the company works or operates to create value to its customers in particular, and to its stakeholders at large. It tackles the who (target customers), the what (value proposition), the how (value creation and delivery process), and the why (profit/money formula) of your business Business strategy on the other hand is about how will we win (our game plan). Which effectively includes the choice of the business model through which the company will compete, and the particularization of how such business model will be used to execute the strategy and win in the market Both concepts are critical to the company endurance and furtherance. Think of them as prerequisites or conditions for a valid business. No one of them is more determining or leading, yet the robustness of this connection/relationship offers significant effects pertaining to company performance An aspiring business strategy with a conventional or unexceptional business model means that such strategy will not be converted to reality An unexciting hum-drum business strategy with an inventive/innovative business model can actually harm the organization’s progress rather than benefit it There are a lot of cases in the region where companies have promising business strategies that do not see the light due to an underplayed business model, or vice versa, where you have innovatively hopeful business models that are not utilized or fully articulated due to the lack of a robust business strategy to direct their usage and application The consistency and alignment of the business strategy and the business model; reinforces the impact of each, increase their collective effectiveness, and conclude successful business results May your efforts pay off… #businessstrategy #businessmodel

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When discovering solutions in AI—as with strategy design—properly identifying the problem to be solved is fundamental. In strategy design, the problem to be solved is what is in the way of achieving the aspiration—the bottleneck— also called the system constraint. In The Emergent Approach to Strategy, the focus on the problem to be solved is captured in the 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘺 ⬅️ 𝘉𝘰𝘵𝘵𝘭𝘦𝘯𝘦𝘤𝘬 ⬅️ 𝘈𝘴𝘱𝘪𝘳𝘢𝘵𝘪𝘰𝘯 triad. Strategy is not directly derived from your aspiration. It is derived from the bottleneck to your aspiration because that problem must be solved. It is remarkable how the interaction between these three framework components (each a different type of constraint) drives focus and creative tension. Don't start with a list of everything that might be important, start with discovering what you know is important—the problem to be solved. #EmergentApproachtoStrategy #PeterCompo #AdaptiveStrategy #StrategyDesign #StrategicPlanning

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🌐 Strategic thinking is thinking strategically to ensure that a projected future is rightly envisioned, and subsequently, values and culture derived are also right so that tactics, action plans, objectives, and key results (OKRs) developed are right too to rightly realise the projected future. ✅

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Yet, most companies still rely on vague goals. ↓ Want to know why this is holding you back? ✱ Vague objectives lead to unclear expectations ✱ Specific metrics drive focused action ✱ Quantifiable goals enable accurate progress tracking Here's how to transform your strategy with measurable outcomes: 1. Define clear, ambitious targets 2. Use specific percentages or numbers 3. Link outcomes to business impact 4. Ensure alignment across teams 5. Regularly review and adjust Example: Vague: "Increase user adoption" Measurable: "Boost user adoption rate by 30% in Q3" The shift to measurable outcomes isn't just a trend. It's a necessity for modern business success. By setting clear, quantifiable goals, you create a roadmap for your team, enabling focused effort and easier progress tracking. What gets measured, gets managed. And what gets managed, gets improved. How are you making your strategy measurable? Share your approach in the comments. Discover https://lnkd.in/d9P-iYHc ALWAYS MAKE PROGRESS ⤴ #okrs #strategy

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Deloitte shows that the process to develop strategy should now evolve around six mutually reinforcing principles tailored to the new context: (1) Embrace uncertainty to build resilience (2) Be quick and decisive (3) Close the gap with execution (4) Identify and synthesize diverse perspectives from inside and outside the organization (5) Leverage data and analytics to make better informed choices (6) Match bold plans with bold execution. Learn more in Deloitte's valuable pdf here: https://buff.ly/3w8KTNM #business #strategy #vision #bcg

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My ICF Level 1 Coach Training Program is specifically designed for leaders and seekers. Here’s what we offer: 1. 15 Modules (4 hours each): We cover 60 hours of coaching education live and dive deep into all kinds of coaching topics. We have discussions, demonstrations, and most importantly practice coaching live in a supportive and interactive environment. 2. 15 Hours of Self-Paced Learning: Aside from the live classes, you get 15 hours of assignments to do on your own time. This includes watching videos, reading articles and books, and reflecting on your learnings to solidify your understanding. Here’s what you’ll get out of the program: 1. A thorough understanding of the core principles and ethics of coaching, aligned with ICF standards. 2. The skill to apply different coaching theories and frameworks in real-life coaching sessions. 3. The ability to help your clients achieve their personal and professional goals through transformative coaching sessions. 4. A deep insight into human behavior, motivation, and how people learn. This will allow you to customize your coaching to meet each client's specific needs. 5. A deep understanding of leadership, emotional intelligence and how to use these in your personal relationships. This is the perfect program for anyone who wants to be a coach. If you’re unsure, you can sit in one of my sessions for free and explore. If this is something you’re interested in, DM me "Level 1" and I'll send you the details!

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