Mike Leber

ICF credential? ✅ NLP training? ✅ Positive psychology certification? ✅ Myers-Briggs accreditation? ✅ … But still no clients. What’s happening here is that we're trying to solve a client acquisition problem by throwing credentials at it. We believe that if we're just qualified enough, credible enough, certified enough, people will finally take us seriously and start booking calls. Unfortunately, that's not how any of this works. Potential clients often don’t hire coaches based on their list of certifications, they hire coaches who understand their specific problem and can articulate how they'll help solve it. I see coaches spend £15,000 on additional training whilst refusing to spend even a fraction of that on learning good client acquisition skills, then wonder why their business isn't working. Our clients don't care about our credentials, they mostly care about themselves. They need to know that we understand what keeps them awake at night and that we can help them sleep better. Until we can communicate that clearly, adding to our list of qualifications won't fill our calendars. It's time to stop focusing on the newest certifications and start focusing on finding new clients. If you're not sure where to start, why don’t you sign up for our free Nail Your Niche Challenge? It’s a free 4-day commitment to help qualified coaches like you find your perfect niche. We’re kicking off on Monday 12th January, so make sure you sign up: https://lnkd.in/eynXmJjN

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https://bit.ly/49uOiI0 Too often practitioners – coaches, consultants, SD practitioners – focus on solving a problem and forget that all change is systemic. Unless a client is change-ready, accurate data can’t be collected, clients can’t implement and they’ll resist suggested solutions regardless of how necessary. Before practitioners do the WHAT/WHY of data gathering and solution development, lead clients to Change Readiness (the HOW) so good data can then be collected, clients will buy-in, and solutions will be implemented. #SharonDrewMorgen #OriginalThinker #InventorSystemicChangeModels #ChangeReadiness #Bias #BuyIn #Resistance #Risk

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A digital tool often represents a significant investment of time, expertise, and financial resources. Teams of developers, product managers, and subject matter experts work diligently to design solutions that promise efficiency, visibility, and control. The result is frequently a technically impressive product—robust in architecture, rich in features, and aligned with organizational strategy. Yet, despite these efforts, many digital tools fail to deliver their intended value. Not because they lack capability, but because they lack acceptance. You can read the complete story in my latest article on Maintenanceworld.com

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Three key messages from the video "Question Burst Toolkit" by Hal Gregersen: ➡️ Pause for just a few minutes to list your questions - not solution ideas, and not with preambles and justifications. ➡️ Include short and tough questions. ➡️ Then look for an unexpected question on your list that can provide a powerful new angle for making progress, and spark creativity for innovation. 📆 Schedule a chat with me to get moving in your career. #leadershipcoaching

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The DECIDE Framework (Describing Ethical Choices in Digital-Behavioral Data Explorations), a new resource designed to foster proactive ethical reflection in digital-behavioral research. The authors highlight a critical need for this framework, noting that current ethical guidelines often fall short in addressing the complex and evolving challenges presented by digital data, frequently leading to ethical issues surfacing only after publication. DECIDE aims to shift ethical considerations from a reactive to a proactive process by providing researchers with a series of questions and resources to guide discussions throughout all stages of a research project. The framework encourages a culture change in research ethics, promoting continuous engagement with potential harms and misuse of digital-behavioral data, encompassing both primary and secondary data initiatives. This initiative seeks to empower researchers to make more thoughtful and accountable decisions, particularly concerning issues like consent, privacy, and the public/private nature of online data. Ultimately, DECIDE functions as a dynamic tool to enhance the ethical quality of research involving digital human-generated data, emphasizing ongoing reflection rather than a singular ethics approval event.

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ICF Specific Guidance on Knowledge Sharing "Sharing knowledge” addition to 7.11 ICF Competency 'Evokes Awareness' evoked questions reaching the foundation of ICF Coaching differentiation from Mentoring. This month ICF offered more specific guidance by releasing updated Minimum Skills Requirements. We can find the aspects relating to ‘knowledge sharing’ environment across all the competencies. For example, at the MCC level Competency 7 we read the list of following behaviours - consistent and inconsistent with ICF Coaching Standards. I wonder what new light to interpret “knowledge sharing” in coaching this information evokes for you and based on your experiences? #ICF #MCC #CoachingEducation #EcosystemCoaching #ProfessionalCoaching #ICFCoreCompetencies #EvolutionCoachingAcademy

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🎙️ New podcast episode! “Agile change is smoother, better value and better quality.” That’s the bold claim Deborah Fleischer made to me recently. Naturally, I said: Let’s record that conversation. In this episode of Conversations of Agile Change, Deborah shares why engaging people early, using visual communication, and solving the right problem leads to change that actually lands. There's a lot of 'boots on the ground' wisdom in this one! 🎧 Listen here: https://lnkd.in/g7Enmd5T

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⚠️ We’re Certifying Compliance, Not Competence. Across our learning ecosystem, well-meaning professionals are being trained to “facilitate learning.” But too often, what they’re really learning is how to pass facilitation. ✅ Hours of theory. ✅ Templates to complete. ✅ Assessments to survive. At the end of it, they leave with a credential - polished, formatted, and framed. But not always the confidence to engage, adapt, or innovate in a real learning room. I’ve seen brilliant facilitators lose confidence not because they can’t teach - but because they can’t tick boxes fast enough. It’s a paradox of our own design: a system built to professionalize learning has, over time, industrialized it instead. We talk about innovation, reflection, creativity - yet our processes reward conformity, citation, and checklist precision. We want agile minds, but we train procedural ones. That’s not lifelong learning. That’s lifelong auditing. And it runs deeper than one course or framework. It’s a structural reflex - to measure the measurable, not the meaningful. Singapore has issued tens of thousands of training certificates. But how many of those truly built adaptive, reflective practitioners - not just compliant ones? If we’re serious about becoming a true learning nation, we must start rewarding: 💡 Practice over paperwork. 💡 Reflection over regurgitation. 💡 Thinking over templating. Because the future of learning won’t be built by those who can quote theory - but by those who can think, adapt, and create when there’s no template to follow.

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You can’t innovate with tools built for planning. Slide decks. Spreadsheets. Endless meetings. None of them test if a business model works. None of them reduce risk. None of them build momentum. 👀 Innovation needs different tools: Canvases. Experiments. Evidence. If your team isn’t using tools to explore, they’re just documenting assumptions, not testing them. Explore your Innovation Readiness:

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In case you missed it: I will start sharing some short videos on the ICF Core Competencies. Today, starting with an overview on #1, Demonstrates Ethical Practice. Ethics are the guardrails that keep us in the coaching lane and out of the unstated expectations. We have to be brutally transparent about where the cone of silence ends because if someone is at risk of harm or breaking the law, my role changes from thought partner to human being with a moral and legal duty. This is the heartbeat of this CC; it’s the foundation that allows everything else to stand. We don't set these boundaries to be rigid; we do it so we can both breathe (and so the thinker can too). When the roles are clear and the safety is high, the real work can finally begin. How do your agreements support you in being fully present, rather than just "nice"? Watch the full video here: https://lnkd.in/gzVTmea5

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Why ICF Credentials Stand Above the Rest — And Why Accreditation Matters In a world where anyone can call themselves a “coach”, credibility is everything. The coaching industry is growing rapidly. That’s good news. But growth without standards? That’s dangerous. This is why ICF credentials stand above the rest. The International Coaching Federation (ICF) is not just another association. It is the global gold standard for professional coaching. Here’s why that matters: 1. Global Recognition An ICF credential (ACC, PCC, MCC) is recognised across continents. Whether you coach in Kuala Lumpur, London, Dubai or New York — the standard is understood and respected. 2. Rigorous Assessment ICF does not hand out certificates for attendance. You are assessed on: Coaching competencies Real coaching recordings Ethical standards Verified coaching hours It is earned — not purchased. 3. Ethics and Professionalism ICF’s Code of Ethics protects clients and the integrity of the profession. In a world filled with quick-fix gurus, that protection matters. 4. Measurable Impact ICF coaches are trained to create transformation, not dependency. We partner. We don’t prescribe. We empower. 5. Continuous Professional Development Credentialed coaches must renew and demonstrate ongoing learning. This keeps standards high and complacency low. Now here’s the uncomfortable truth: Without recognised accreditation, coaching becomes opinion. With ICF accreditation, coaching becomes profession. As someone deeply committed to raising standards — in leadership, thinking, and transformation — I believe we cannot build serious impact without serious credentials. Even I can fall short if I stop learning. Standards keep us accountable. Credentials keep us sharp. Ethics keep us grounded. If you are hiring a coach — ask: Are they ICF credentialed? If you are becoming a coach — ask yourself: Are you building a business… or a profession? The difference is credibility. And credibility compounds. #Coaching #ICF #LeadershipDevelopment #ProfessionalStandards #ExecutiveCoaching #RaiseTheBar

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Around 2 weeks ago, ICF updated their core competencies. Here are the most important elements to note: Competency 1: No significant change. Competency 2: Leverage Coaching Supervision and Mentor Coaching to continuously develop yourself. Become aware of the development of technology and how you can use it in coaching. Identify your own biases, thoughts, behaviours and how it can influence you and your clients. Competency 3: Revisit your coaching agreement regularly to make sure you're serving the client in a way that they want to be served. Competency 4: No significant change. Competency 5: Be tuned to yourself and your client to what is emerging in the present moment. Competency 6: No significant change. Competency 7: You can now share information with the client provided that it's been acquired through active study, observations over the course of the engagement, diligent practice or direct experience. But only as long as it has the possibility to create new realizations for the client. Competency 8: Partner with your client to integrate their new learnings not just in the context of the session but also in the context of the overall engagement. Partner with your client to sustain progress throughout the entire coaching engagement rather just in the context of the session or the actions they have walked away with. Acknowledge the progress that the client has made in the session and over the course of the engagement and their successes instead of "celebrating" it. When I look at the changes, I see 2 things standing out: 1. Embracing Coaching Supervision. 2. Sharing knowledge. I am a huge fan of spotlighting coaching supervision. I feel that ICF is going to mandate this just like every other prominent credentialing body. I'm not a fan of the "sharing knowledge" point. I think it's going to do more harm than good. I hope coach training institutes and mentors interpret it the way it's intended to rather than in their own way. P.S. What do you think about the "knowledge" point?

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Attached a post from my side on insights I gained on the importance of group dynamics and resonant relationships for our work and for the promotion of transformation processes in regional economic development.

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Finishing the first of the two-part presentation on Adaptive Leadership for ProjectBite. As organizations continue to navigate rapid change and increasing complexity, the ability to lead adaptively has never been more critical. This series will explore: 1️⃣ What it truly means to lead adaptively in uncertain times 2️⃣ How to balance stability with flexibility 3️⃣ Practical frameworks to help teams grow through disruption rather than simply endure it Part I lays the foundation — introducing key principles of adaptive leadership and exploring why traditional leadership approaches often fall short in dynamic contexts. Part II will dive deeper into real-world applications, case studies, and actionable tools you can use immediately in your organization. My goal is to equip leaders with a framework for navigating uncertainty with confidence, building resilient teams, and fostering cultures that thrive amidst change. I look forward to engaging with the ProjectBite community in this important conversation about the future of leadership. #LeadershipDevelopment #AdaptiveLeadership #OrganizationalChange #Transformation #ResilientLeadership #ProjectManagement #PMO #Leadership

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If facilitation problems were caused by bad technique, experienced facilitators wouldn’t keep running into the same issues. But they do. Feeling pulled to satisfy the loudest voices in the room. Resolving tension instead of using it. Getting defensive when challenged. Stepping in too quickly. Over-explaining. Most facilitators assume these are situational problems. They’re not. Here’s the missing link most leader development professionals never learn to see: 👉 The way you make meaning (your stage of development… aka developmental diversity) determines what feels urgent, threatening, or necessary in the room. And that quietly shapes your behavior. Some facilitators get pulled toward protecting harmony and approval. So when participants push back, go quiet, or disagree: • they step in to smooth things over • they resolve tension too quickly • they become overly responsive to group opinion • they feel attacked by independent perspectives Others get pulled toward protecting clarity and their vision. So when the room doesn’t align: • they double down on their point of view • they selectively listen to perspectives that fit their frame • they push participants to “care less” about others’ reactions • they explain when the room actually needs space Both sets of moves feel responsible. Both can quietly limit transformation. If you don’t understand what your stage of development is pulling you to do, you’ll keep repeating the same patterns—especially under pressure. Not because you’re doing it wrong. But because you can’t yet see the constraint. This is why transformation stalls. Not because facilitators lack tools. But because their strengths become reflexes, and reflexes narrow choice. The real shift isn’t asking, “What should I do next?” It’s asking, “What is my way of making meaning pulling me to do right now—and what might that be limiting?” That awareness creates something techniques never will: Choice. Space. Range. And that’s where transformation actually becomes possible. 👉 When tension shows up in a session, what do you notice you feel pulled to protect? #TransformativeFacilitation #LeaderDevelopment #AdultLearning #LDP #LearningThatSticks

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Inside Executive Coaching: Lessons, Myths, and the Road Ahead After more than 25 years as a purchaser of external coaching services and head of the corresponding pool of external (executive) coaches, it was pleasure to reflect with you, Dirk, on my own experiences, perspectives, and key questions of executive coaching.   Thank you for the opportunity and the interesting conversation about topics such as…. # The value of executive coaching # Measuring the ROI of executive coaching # The characteristics of a good executive coach # Assessing the quality of an executive coach # Does downward pressure on fees impact the quality of executive coaches # The red and blue oceans of executive coaching # The place for independent coaches in the world of Digital Coaching Platforms (DCPs) # Face-to-face versus digital coaching # External coaches versus internal coaches https://lnkd.in/dv_kvFPE I´m already looking forward to our second talk about the future of the coaching business when facing the current economical and political situation, demographics, Coachbots and Agents etc. It was good to see that I wasn´t totally wrong regarding my “predictions” in my book in 2022: Die Zukunft des Coaching-Business: Neuausrichtung an der Lebens- und Arbeitswelt des Klienten von morgen (Die Zukunft des Coaching-Business: Neuausrichtung an der Lebens- und Arbeitswelt des Klienten von morgen (https://lnkd.in/ekSqsixg )

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Exploring the Edges of Facilitation: Facilitation vs Training → Why "holding space" can be scarier than being the expert → How adult learning has shifted - and why that matters → What happens when your cat crashes your webinar 😼 Watch the full conversation with Lucy Chambers & Florentine Versteeg: https://lnkd.in/e7sQa3Ey

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As coaches, our ultimate goal is to facilitate lasting transformation for our clients. We've found that the most powerful transformations happen when we coach the whole person—not just the surface-level topic. By integrating a holistic philosophy with the ICF Core Competencies, we can help clients build a strong inner and outer connection that encourages their growth. Here are 7 specific places where you can introduce a holistic lens into your coaching sessions, from beginning to end: 🔆 Opening the space: Invite a moment of centering and intention-setting for maintains presence. 🔆 Checking in: Acknowledge the importance of being fully present in mind, body, and spirit for trust and safety. 🔆 Creating a container: Consider what's needed from a holistic perspective to establish a solid agreement for the session. 🔆 Deepening awareness: Ask questions that encourage clients to explore the situation from multiple levels for evoking awareness. 🔆 Supporting action: Help clients identify which of the four levels (mental, emotional, spiritual, or physical) will best support their progress. 🔆 Closing with care: End the conversation in a way that feels holistically supportive and complete for ending in an honoring manner. 🔆 Empowering between sessions: Potentially provide tools, resources and questions to help clients maintain their harmony and connection on their own. Where do you find it easiest to incorporate a holistic approach to your coaching?

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