It is amazing how many major developments I have been able to foresee, or at least wonder about before they happened.

Some years ago I was on the board of the South African Business Club in London. If there was an important visitor from South Africa, there was a good chance that they would address one of our meetings. One was Clem Sunter, who introduced us to his scenario planning model. It is very simple, yet very powerful, and we use it as one of our core processes in Brefi Group.

As a result, I am always delighted to learn about other people’s analysis of trends into the future.

Recently, I went to a meeting with Judy Piatkus.

Here are the trends that she introduced: –

1. Demographics
   The world’s population is getting older. It is rapidly becoming urbanised, people are having smaller families. The new generation of baby boomers are wealthy and have a significant disposable income.
2. Technology
   Medical developments are allowing people to live longer. In future people will have 50 year careers. Look out for the long term impact of nanotechnology and IT in general. Facebook and YouTube have been with us only since 2005. New energy resources or the use of different energy resources will impact on the environment, global politics and distribution of power.
3. Connectivity
   4 billion people have phones. Connectivity allows learning about other people’s lives. Private lives become public. iPad and tablets to be a major new learning tool.
4. Companies getting smaller
   More people becoming part time or freelance, huge growth in networking. A move towards project working based on the Internet. Multiple streams of income. No need for fixed overheads or staff.
5. Everybody is powerful
   Customers will tweet or write on Facebook. Importance of transparency. Activists and lobbying movements operating through social networking and use of the Internet.
6. Power shift west to east
   USA in debt/individual states on verge of bankruptcy. Massive migration. Cultures mixing and connecting.
7. Environment
   Looking for new ways to do things. Everybody thinking about the planet/environment – all in the last five years. Sustainability.

I love change, I find life exciting – and 2011 has been an amazing year; even November alone has been outstanding. There is every reason to believe that 2012 promises even more.

For many people, change is stressful, frightening or just plain confusing. For all of us it is a challenge.

Change is the ultimate environment for coaching. In a time of stability, if there is such a time, we can rely on precedent and past practice. But in a time of change, we all need the support of coaches to raise our awareness and help us address the consequences.

More people are likely to need help with their financial planning and debt management. More people are likely to be faced with redundancy or a career change. More people are being encouraged to set up social enterprises or co-operatives, more managers are being asked to achieve more with less, and less levels above and below them, and so on and so on.

It is our role as coaches to be aware of changes and opportunities and to study the systems so that we can help people avoid unintended consequences. Scenario planning is an excellent discipline to follow.

Coaches can provide information and contacts, as well as a powerful process.

Personal experience

I expect to switch on my central heating on 1 October. This year, although I have had a fire on to sit by on occasion, I expect it will be 1 December when I formally switch it on!

Normally, I am abroad in November and I welcome this for the savings on my heating bill. This year I was disappointed to have no trips and was expecting it to have to pay more for my heating. However, as it turns out, I have several trips in January and February, so in fact I shall benefit much more, when, presumably, it will be cold.

Just a small example of how assumptions based on experience can no longer be relied upon.

Brefi Group history

Next year is our 30^th anniversary and I am beginning to plan how to celebrate it.

We started in 1982 as Transport, Management & Marketing Limited, based in Cardiff, then ten years or so later as we moved more strongly into management development, with no specific connection with transport, we metamorphosed into the Brefi Group, serving organisations in Wales. Then another ten years onwards we moved to England, launched our web sites and CorporateCoach and spread our wings internationally.

Since then, of course, we have launched the Director Development Centre and ASEC, the School of Executive Coaching.

Before the end of the year we shall decide whether to continue to evolve, or whether another step change is justified. Watch this space.

Google+

I have been experimenting with Google+, which seems to have a great future for business. If you would like to connect with me, please visit my home page.

We have also added a ‘Recommend this on Google’ button to every page. If you like something, please click on the +1 button.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

Back to CorporateCoach

Increasingly I have been concerned about my effectiveness. It seems to take a very long time to get things done – particularly writing proposals.

I am just managing to get this editorial written on the last day of October – so that I can just about call it an October issue.

And yet, I got home from the ICF conference on the first of the month.

Where has my time gone?

Well the good news is that I was greeted by requests to write proposals for courses and conferences in Singapore, Qatar, Bahrain and Austria – plus a little client work, too!

But time does seem to just drift away, so easily.

The interesting experience has been that in the last week or so I have spent an intensive seven days writing a proposal for a large UK government grant. In fact, I did not even write it. I edited it. This work was done pro bono for a social enterprise that I am associated with.

What was so interesting was that working with the founder of the organisation it was as if I was employed again. Suddenly, it was not that time was disappearing, but that I was working really hard.

Because I was working with someone else, I was reminded how much work goes into a proposal. And I now value work on our own proposals much more highly.

In my early days as an entrepreneur, I established several publications in partnership with an editor. We learned that it could take two days for two of us to write an important letter.

Who was it who is reputed to have sent a letter with this comment “I am sorry that this is a long letter; I did not have time to write a short one.”?

Our first publication was a transport policy newsletter that we produced over very long weekends once a month. This was before the invention of the PC personal computer and the laser printer. We had a Tandy computer, 64k memory, original very floppy floppy disc and no hard drive. We printed out with a daisy wheel printer, then photo reduced the galleys, cut them up and laid out the newsletter with Pritt Stick. Then I printed the newsletters on an A3 photocopier, which was not designed for long runs of airmail paper printed on a second side, and frequently jammed.

It was a real kitchen table business. But it was sent internationally.

Once we were established, people would come up to us at conferences, congratulate us on the newsletter and ask us how many people we had working in our editorial and production teams.

Their perception was quite different from our reality. Or was our perception actually out of line with the success that we had created?

The pity was that we had set the pricing to match our perception – not the market’s.

A coach’s role is to help our clients raise their awareness. Often this involves us in helping people recognise the reality of their success and to appreciate their talent.

Then they are more likely to concentrate their efforts in the most productive ways.

Perhaps we also need to do the same for ourselves. My filters are now much more attuned to hearing people complimenting me on my ability to help them structure and clarify their thinking.

Were they always saying this? Or have I helped them recognise it now that I have clarified it in my own thinking.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

Back to CorporateCoach

Sometimes, clients interrupt, but this year I wore a suit on only one day in August.

And what fun I had. I spent a couple of weeks further developing the Invisible Coaching and Inspiring Leadership package, then four weeks upgrading our web site. Do please visit and browse around.

We relaunched the web site early this year and it has been a joy to polish it up. It is now much tighter and more compact, with the addition of videos and also inclusion of the 26 lessons of our directors’ e-course on publicly available pages.

Interestingly, I notice that after nearly thirty years of low personal profile, I am beginning to emerge with a higher profile.

This coincides with an increasing desire to hand over to a new generation of management!

Brefi Group operates in three major divisions: the original Brefi Group offerings of consultancy and facilitation for organisations and soft skills development for managers; director development and corporate governance for boards, and the ASEC coach training programmes.

Increasingly my focus is on content development, in both coach training and corporate governance, and I continue to seek new associates interested in building on what we have already achieved.

Will you be at the ICF conference in Las Vegas?
As part of my desire always to be ahead of the game, I attend the ICF conference every year. I attended much loved CoachVille conferences in 2003, 2004, 2005, and have attended every ICF Annual conference since. If you will be in Las Vegas this year, please contact me.

Summer reading
I am always looking for new books to read and strongly regret that the ICF has cancelled its on-site bookshop. An Amazon list is not the same at all. The bookshop at the conference used to be one of the main attractions for me.

So I thought you might be interested in my reading list for August. Note: I have not read them all yet ;-(

• Marva Collins’ Way Marva Collins and Civia Tamarkin
• Prosperity Without Growth, Tim Jackson
• The Power of Now, Eckhart Tolle
• Saved by the Light, Dannion Brinkley
• Embraced by the Light, Betty J Eadle
• Power vs. Force, David R Hawkins (revisit)
• Games People Play, Eric Berne (revisit)

Invisible Coaching
Following the very positive response to the workshop we ran in June to provide video material for a self study pack, I have developed the concept so that we can run it as live workshops for our existing market of corporates and as a open events.

The programme has been extended to a full three days, which can be provided in one, two or three day modules.

In addition, I have taken the concept forward to a three day “Inspiring Leadership” programme, also available as one, two or three day modules.

The two programmes can be run together as a five day intensive leadership course.

As with the ASEC Coach Certification Program, we intend to offer these internationally to events and training companies. We can deliver them or train and license others to do so. For Invisible Coaching and Inspiring Leadership, we are looking for partners in the UK as well.

I have written an information booklet and am busy completing a promotional video so that I can take them to Las Vegas.

If you are interested in working with us, information packs will be available from 1^st October.

There will be a new web site, www.invisible-coaching.com, and some information is already available there.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

Back to CorporateCoach

I had read the book many years ago, but, personally, I prefer Built to Last.

However, the Stockdale Paradox had slipped past me.

Admiral James Stockdale was tortured over 20 times and survived more than seven years as a prisoner of war during the Vietnam War. He went on to be Ross Perot’s running mate in the 1992 US presidential election.

Collins went for lunch with Stockdale. Having read in detail about how Stockdale survived appalling conditions, repeated torture and the uncertainty of whether he would ever be freed, Collins asked him the secret.

“I never lost faith in the end of the story.” he said. “I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.”

After a pause to digest this, Collins asked “Who didn’t make it out?”

“Oh, that’s easy,” he said. “The optimists.”

“The optimists? I don’t understand.” (Collins) said, now completely confused, given what he had said earlier.

“The optimists. Oh, they were the ones who said, ‘We’re going to be out by Christmas.’ And Christmas would come, and Christmas would go. Then they’d say, ‘We’re going to be out by Easter.’ And Easter would come, and Easter would go. And then Thanksgiving and then it would be Christmas again. And they died of a broken heart.’

Another long pause, as they walked. Then he turned to Collins and said, “This is a very important lesson. You must never confuse faith that you will prevail in the end – which you can never afford to lose – with the discipline to confront the most brutal facts of your current reality, whatever they might be.”

In their research into the difference between those companies that survived and those that failed, Collins’ team realised that those that thought like Stockdale succeeded over those that thought like optimists.

A good message for companies struggling to survive a recession.

There has been a lot of media coverage about Rupert Murdoch and News International.

An article in the Guardian drew my attention to another paradox of success. It is a concept known as “working towards the Fuhrer”. The phrase is borrowed from the historian Ian Kershaw, who coined it to explain how Hitler motivated others to formulate policies without considering anything at all except how they would play with him.

Whether or not your staff are conspiring to mislead you by reporting only what you want to hear, there is always the challenge when things are going well to avoid believing your own hype.

I was impressed in a recent board meeting when we were discussing an excellent proposal that we all wished to support. One of my colleagues, another management consultant, stopped the meeting and asked, “We are are all very keen on this proposal. What could be the arguments against it?” There weren’t any, as it happened, but it was very wise to challenge the momentum of the meeting.

Another paradox of success is the number of people who, as they become more successful in their career and more materially successful, feel increasingly frustrated and disappointed.

Time for a re-evaluation of values and goals, and recognition that life is a journey, not a destination. What better time than Ramadan or a summer holiday!

Summer break

This is the last newsletter before the August break. August is devoted to product and web site development – and some rest and recreation.

I have tried several approaches to publishing CorporateCoach this year. I would welcome some feedback on what works best.

What would you most like to learn about?

Also, would you prefer to receive it by RSS, or alerts through Facebook, Twitter or LinkedIn?

For those of you observing Ramadan, or taking an annual holiday, I wish you the best.

Next contact in September.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

USEFUL LINKS

• Subscribe to the CorporateCoach RSS feed
• Good To Great: Why Some Companies Make the Leap… and Others Don’t Amazon UK
• Good to Great: Why Some Companies Make the Leap… and Others Don’t Amazon.com
• Built To Last: Successful Habits of Visionary Companies Amazon UK
• Built to Last: Successful Habits of Visionary Companies Amazon.com
• Link to CorporateCoach.

In one I describe the negative impact of a rotten corporate culture in which ethics and values have become distorted.

It is not necessarily that any incorrect instructions are given. Rather, that people operate under the understanding that some values and priorities are the norm.

Tradition has it that Thomas Becket, Archbishop of Canterbury, was murdered as a result of Henry II uttering the words “Will no one rid me of this turbulent priest?”.

It is claimed that Henry did not intend this as an instruction, he was simply expressing his exasperation after Becket excommunicated him.

But the mood of the court was that whatever the king asked for he was given.

In the other article, I review Andrew Halfacre’s new book “First Know What You Want“.

How do we keep ourselves fresh – constantly renewing our purpose, reviewing our goals and maintaining our motivation? And how do we do this without getting trapped in a safe sense of safety and comfort, where we get to hear what we want to hear?

As coaches, we should have a personal coach, or a mentor, with whom we can review our own activities and progress.

I am a member of two mastermind groups. One is formal, with members who have no direct involvement in my business or personal life.

The other is smaller, informal, and in this one we are closely involved in each other’s personal development and business growth.

This gives me two different perspectives on my life and business. Further, my involvement indirectly in the progress of some 15 other people exposes me to other situations and enables me to test out other ideas.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

• Link to CorporateCoach.

My concern was that, although it is a very logical model, I have never, personally, used it.

Real coaching comes from a combination of curiosity and caring for the well being of another. Once you have learned the formal processes and the models, you move forward to a natural process of coaching in which you trust your intuition and follow the needs of the client.

Then, the process seems to be ‘invisible’.

Is it possible to teach coaching straight to the intuitive level, missing out the stage of teaching the models?

I believe that it is – and the Invisible Coaching accelerated learning workshop is the result.

Invisible Coaching Accelerated Learning Workshop
18-19 June, Solihull, West Midlands

There is good news for all CorporateCoach readers.

Most of our coach training occurs overseas and in client organisations. My next project is to create a self study product that supports formal courses or can be used individually by people who cannot attend courses themselves. It needs to be as comprehensive as possible; not just a set of notes.

To do this, I need to video a real course.

So, you have an opportunity to join us at a filming session in June.

This will be a complete and proper course, just that it will be filmed. Most of the filming will be of the trainers, though we shall include some views of people taking part in the many activities – and it would add some colour also to get some comments from people on what they are learning as they go along.

This means that we are prepared to offer the two day accelerated learning workshop at the significantly discounted price of just £147 (+VAT), which is less than half the normal price of £397.

Whether you are a parent or an independent business person, or are a manager or HR person in an organisations, Invisible Coaching has been designed to give you access to simple but powerful coaching skills that will enable you to improve your effectiveness both at work and at home.

It is our objective in just two days to give you the authentic beliefs and automatic responses of a natural invisible coach

If you are already a coach or have attended coaching courses in the past, then here is an opportunity to supercharge your skill with a new and integrated approach.

If you would like to become more effective in all areas of your life, as well as learning a valuable skill, then join us in Solihull in 18-19 June.

For full details, click here.

More good news for readers of CorporateCoach

Do you have a list of contacts interested in personal or professional development?

If so, we would love you to become an affiliate and earn a great return from promoting “Invisible Coaching”.

You will get your own landing page and distinctive product code.

Please contact us now.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

In particular, it has been related to the children of well established families being able to obtain internships through their network of contacts.

I have been fortunate to have lived a charmed life but, apart from the fact that there were no internships in my youth, I am not aware of ever having succeeded through family networks.

What I had was a supportive family and a really good education. I was expected to be myself, I was trained to take leadership. My school followed the Greek ethic of “the whole man’ and we had excellent teachers.

Who knows how I would have succeeded with a less positive upbringing?

However, my education did not stop there and for much of the last two decades in particular I have been committed to continuing professional development and personal development. This has taken me to several continents and introduced me to some contemporary thought leaders.

What are some of the key roles of a coach? Surely, these include raising the client’s awareness of possibility and setting stretching goals.

It is never too late to develop and coaches have the privilege of helping people at all stages of their career to discover and achieve their potential.

Dead Poets’ Society

I am continually on the look out for videos that can be used in our coach training. I have been watching The Dead Poets’ Society.

The main character, John Keating, played by Robin Williams, arrives at a strict boys academy in the 1950s and uses unconventional teaching methods to inspire his students to pursue individual passions and make their lives extraordinary.

There is an early scene in which he seeks to inspire them with the richness of language. Later he takes them outside to discover how easy it is to fall into step with other members of the class walking around the courtyard. He makes them think about where else they do this without realising.

At the end, one of his students commits suicide after rebelling against a bully of a father determined that his son should do just what he thinks is good for him.

It is not unusual for coaching clients to decide to leave their job, or even a relationship, following coaching, though, hopefully, not to commit suicide. For an employer this might be seen as a risk, though if it identifies a lack of fit between between employer and employee it can be a sign of success. In may cases, when somebody leaves it is later seen to have been a win-win situation.

Should I teach the GROW Model?

I routinely teach the GROW model because it is so logical it is difficult to argue against it. However, I have never used it and I spend much of the rest of my workshops encouraging coaches to appreciate that with good processes, curiosity and flexibility they do not need such a rigid structure – they can coach in the moment.

Both the ICF and the IAC teach competencies and do not define models.

GROW is popular in organisations and gives us some credibility with managers who have done a small amount of coaching. However, I wonder whether the time has now come to stop teaching it.

I would welcome your comments.

Progress at ASEC coach training

In March we established ASEC coach training in the Middle East in partnership with Spring Coaching & Development in Dubai, having launched in Bangalore with Intrad School of Executive Coaching last year.

Our next targets are South Africa and Nigeria. We are looking for coaching and training companies with corporate clients or events and training companies who would like to add coach training programmes to their public courses.

Brefi Group activity

During the last few months we have developed or delivered a range of different products and services. I thought you might like to know a little bit more about the variety of what we can do.

• Manager Coach – deliver and license coach training workshops
• Corporate Governance – board performance evaluation and director appraisal (recently for a social housing company)
• Setting up a social enterprise – training workshop for public service employees facing redundancy
• Make effective decisions – one day workshop
• Setting up as a consultant – two day workshop
• Facilitation – vision, mission and values; strategy
• Director development, appraisal and training
• Sales training and objection handling

Brefi Group is a consultancy led organisation development business.

This means that we excel at identifying and interpreting our clients’ needs and that all our custom designed programs focus effectively on strategy and agreed outcomes.

Our objective is to provide clients with the right tools, attitudes and processes that will equip them to continually improve in the future without having to stay dependent on external expertise.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

On the way we stayed in Zagreb in Yugoslavia. Yugoslavia no longer exists. The Berlin Wall came down and much of Eastern Europe has since undergone a major transformation.

We also passed through Greece. Even on the top of wild mountains there were huge posters showing soldiers and a phoenix. Greece was under a military dictatorship – it is now free.

Then we passed through Iran. Throughout we were accompanied by very helpful guides from the secret police who ensured that we had right of way through the traffic. Iran has since escaped from the Shah.

Everyone I spoke to was overwhelmed by Afghanistan, the scenery, the men and their beautifully decorated pony and trap transport. Afghanistan has since been invaded by Russia, taken over by the Taliban and is now growing its own democracy.

In 1981 I was sent by the OECD to Spain to help them with schools transport policy. Spain had recently emerged from the Franco regime and the television was giving lessons on how to run trial by a jury. Portugal has also escaped from dictatorship.

I have worked in South Africa. South Africa has emerged from apartheid.

Change happens, and very often it happens when the time is right; suddenly a tipping point is reached, nobody foresaw it but everything seems to come from nowhere.

Now change is sweeping across the Middle East.

Change offers both a risk and an opportunity. It is a time when a coaching approach is really valuable.

Whether it is a matter of changing how you do something, changing your job, or something as massive as a revolution, the assistance of someone who will slow you down to really explore the reality, the options and the consequences can make the difference between success and disaster.

When the people of Eastern Europe or Arabia throw off years of control they are left with freedom but little experience. When they destroy oppressive governments they can be left with no civic structure.

This is time to ask “What do you want instead?”

Time to consider:

• What do you really want?
• What would be even better than that?
• What would having that do for you?
• How would having that affect others?
• What has to happen for that to be possible?
• What might stop you?
• What is the first action you must take?

All good coaching questions. Use them anywhere, for a simple decision or to overthrow a regime.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

The first issue can still be found here on the Brefi Group website.

There were five sections: -

• The Genius is in the simplicity
• Basic coaching competencies
• Setting well formed outcomes
• Review: Built to Last
• Use of search engines

How many of you now remember Dogpile, or Copernic?

We still use setting well formed outcomes in our coaching, facilitation and training.

Please visit the original CorporateCoach. Like coaching processes it is still valid

Since then we have redesigned the web site twice and extended our management development activities into the Middle East and Asia.

We have launched the Director Development Centre and the ASEC School of Executive Coaching.

However, we continue to provide the same core service: “We help individuals and teams in organisations discover and achieve their potential so that they can become more effective with less stress.”

The basis of this mission emerged from a vision, mission and values workshop that I was facilitating for a client on Kentucky in the 1990s. As I first heard it, I realised that that is what Brefi Group does, and we soon adopted it for our own. Later we refined it with the slogan “Releasing human potential.”

We aim to set people free to become the people they really are.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

A couple of years ago on a presentation skills course I received some very negative feedback about my poor posture. And when I saw the video feedback I immediately understood how this was taking away my authority.

I have been visiting a chiropractor for several years and that has significantly loosened up a spine that was becoming frozen.

Last year I had a course of Hellerwork. This painful procedure released muscles that had become stuck together. More progress.

However, although these treatments freed my body to take up a more natural position, neither of them did anything about strengthening the muscles that were allowing me to slump.

I live near a gym, which I visit for exercise and swimming. Two of the personal trainers were advertising a weight loss programme and, out of interest, I visited their web site. They had made the classic error – that I used to make – of saying what they do not do, rather than what they do do.

I contacted them to point this out and they asked for a meeting. I gave them some advice and they asked what they could do in return. They both read my posture with an immediate understanding that coincided with the feedback from the Hellerwork.

We started on a programme, and I am making good progress. After several months I was becoming concerned that I was getting an unfair benefit out of this bargain. However, at the very next strategy meeting, they trainers started by saying that they hoped that I was benefiting as they thought that they were getting an unfair deal.

Because we were each contributing our talent, both were receiving huge benefit without consciously putting in much effort. When you are in your flow applying your talent, life can be very easy.

Our job as coaches is to help people discover, develop and apply their talent. It is so easy to focus on your weaknesses; much better for us all to work from our strengths.

What comes first?

I attended a T Harv Ecker course called Master Your Mind. In one exercise we had to role play an interview as if we had become very wealthy.

I was asked “How has becoming rich made you a better person?” I replied “Not at all. It was becoming a better person that enabled me to become rich.”

Those of us in the personal development world believe that investing in ourselves is the best investment, and will lead to long term benefits. Why else would anyone employ a coach?

Cultural change in Egypt

As major change sweeps the Arab world, we might wonder what will be the end result.

Very often revolutions end up with a new version of the same model. Just different people running an oppressive regime.

There is every hope that this one will end differently.

How can coaching help? A major responsibility of a coach is to focus the mind of the client. To raise awareness and ensure that the client explores and appreciates the consequences of any action.

South Africa was saved from a disastrous strategy following the end of apartheid by scenario planning. Representatives of the various factions met together and explored the consequences of each of their political approaches. In each case, disaster would have followed.

As a result, a more moderate approach was adopted and the country was able to move into a stable new form and avoid the threat of unintended consequences.

Brefi Group now uses a South African developed scenario planning model. We commend such an approach to those who seek influence in creating the new Egypt.

Before the revolution, we had already made some initial moves to find local partners to launch coach training in Cairo. With such mammoth changes ahead, coaching has a powerful role to play for people, business and politics.

Richard Winfield is founder of Brefi Group.
An international facilitator, he coaches and
facilitates directors and boards in transition:
helping them to make progress by bringing
structure and clarity to their thinking.

USEFUL LINKS

• Subscribe to the CorporateCoach RSS feed