Ana Reed

The 🍊County Chapter of the International Coaching Federation has invited me to share some tradecraft that can help boost the effectiveness of coaches and OD consultants. This session will define OD and demonstrate how coaching, when applied through a developmental lens, creates learning organizations that prioritize personal growth, reflection, and continuous innovation. Coaching in OD emphasizes the importance of #ReflectivePractice—structured moments of introspection that enable leaders to assess their values, biases, and assumptions, and to engage in deeper, more productive dialogue with others. Through this lens, #ConstructiveDevelopmental Theory provides a model for coaching that helps leaders move beyond reactive problem-solving to #StrategicAdaptation, enabling them to manage unexpected challenges with resilience. At the heart of this approach is the development of reflective practitioners. Reflective practitioners deliberately analyze their own internal processes—values, emotions, strengths, and blind spots—so they can respond thoughtfully to complex situations. In OD, this concept is formalized as Use of Self: the intentional application of self-awareness to interactions and decision-making in organizational contexts. #UseOfSelf encourages OD professionals to bring their full, authentic selves into their work, enhancing their ability to connect with others, facilitate change, and generate long-term impact. Linda Denton, BCC, PCC, DTM Organization Development Network Asia Organization Development Network (AODN) GREATER ORLANDO ORGANIZATION DEVELOPMENT NETWORK OpenSourceOD International Society for Organization Development and Change IODA - Co-creating a global OD community https://lnkd.in/gczJj8HJ

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The International Coaching Federation (ICF) defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” The #ICFFoundation is on a mission to ensure that coaching is made available to underrepresented populations. This is mainly to empower social Impact on a global scale. The #Ignite program is aimed at ICF credentialed coaches and ICF chapters interested in creating social impact projects in their communities. The projects selected are normally those that fall under any of the 17 UNSDGs. The 2025 Project Criteria are : 1️⃣ ICF credentialed coaches, ICF chapters and social change organizations to launch Ignite projects. 2️⃣ Targeted regions: Africa and Middle East, AsiaPac, Europe, North America, and Latin and Central America. 3️⃣ We work focussed on three UNSDGs every year. This year our special focus is on the following three:  UN SDG 1 (No Poverty), UN SDG 13 (Climate Action), and UN SDG 17 (Partnerships for the Goals). The benefits of creating Ignite projects if you are an ICF chapter and/or an ICF credentialed coach, are: ➡️ Offer coaching hours for members seeking PCC and MCC credentials. ➡️ Develop, launch, and implement social impact projects. ➡️ Opportunity to build up eligibility for ICF chapter recognition awards. ➡️ Opportunity to promote member and volunteer engagement. ➡️ Support social impact organizations in your community. Interested? Applications are open till August 15th at 5 p.m. (New York). The link is in the comments. The infographic of Social impact report will show you how much has been achieved just in 5 years from 2018-2022. For any clarifications you can get in touch with : Coura Badiane, MA, MBA, CAE, Kathleen Lihanda - Omol, Nikki Tigg, Katalin Draskoczi Mauricio (Mau) Campos Suarez Anastasios Kotzias, Executive Holistic Coach, ICF PCC, Daeun Kim, PCC, CPCC Vina Paglicawan, PCC Sabrina Szabo, M.A., PCC, María Sáenz, Maria Kovaleva Sundar Visvanathan, PCC (ICF), MGSCC, Anne Schweppenhaeusser MCC (ICF), MP (EMCC) ESIA (EMCC) Annette Blum Pearson (MBA) Jeff Cheah, PCC Trustee, ICF Foundation Rania Laing FCIM PCC Tamala Chirwa, MBA PCC Kath Milne. MCC, FCPHR , CPMgr CMgr FIML, GAICD, FGLF Rony Gruber

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Few board responsibilities are as critical (or as varied) as CEO succession planning—yet there’s no universal blueprint for how best to approach it. Our 2025 Board Culture and Director Behaviors Study shows that boards take very different approaches: some manage succession at the full-board level, others rely on special committees or informal groups, and leadership of these efforts can fall to independent board leaders or committee chairs. In my experience advising clients, I’ve learned there’s no one-size-fits-all solution, but rather key ingredients: a thoughtful timeline, rigorous candidate evaluation, and active director engagement. These are what truly set boards up for resilient leadership transitions. How has your board approached CEO succession planning, and what’s worked best for you? If you’d like deeper insights into how boards organize for succession planning, explore our latest article: https://bit.ly/48j3eIW

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