Lynette Winter, PCC, MBA

Are you (or someone you know) facing an ICF PCC credential performance evaluation? My team and I have been assessing ICF performance evaluations since 2012, guiding leaders and coaches toward ACC, PCC, and MCC certification. So we've seen all the biggest mistakes, and worked to find simple ways to help. One of the biggest hurdles is the big leap from ACC to PCC. After more than a decade of listening to recorded coaching sessions, I’ve seen 4 simple shifts that make a real difference in passing PCC and set you up for MCC. If you or someone you know is preparing for PCC evaluations, these quick tips can help deepen your coaching sessions, which is exactly what ICF markers look for. When I worked toward my MCC, I remember how tough it was. Many coaches today feel the same overwhelm. It’s not you, the path really is challenging but also a worthy pursuit. That’s why I’m here: to make the process clearer and more supportive, so you can grow into the kind of coach you want to be. 👏

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CHROs: Hopefully, you're having the real strategic conversation with the ELT: The strategy for reducing costs through job reduction enabled by AI. We can lead this conversation through organization, operating model and job design, where we should be experts. Unfortunately, the AI conversation in HR seems dominated by tactical discussions about how to write AI prompts, inane thoughts about creating "superworkers" and working alongside AI "agents." CEOs are clear about how AI will impact the way work is done. We need to at least keep pace, and hopefully lead. https://lnkd.in/eQQiTapt

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Don’t Hire HR Managers. Appoint Architects of AI-First Organizations. AI is rewriting the rules of work. HR can’t afford to play catch-up. To stay relevant—and strategic—HRBPs must evolve from talent managers and policy enforcers to AI-enabled talent architects. Here’s how HR must transform for the AI-first era: 1. From Headcount to Capability Planning Stop tracking roles. Start mapping skills. HR must understand GenAI, ML Ops, Responsible AI—and build a workforce equipped to deliver them. 2. AI Literacy is Non-Negotiable HR leaders don’t need to code, but they do need to read model cards, interpret prompt libraries, and lead ethical AI practices. 3. Replace Static Roles with Dynamic Skill Graphs Rigid JDs won’t keep up. Skill graphs enable faster org redesign, internal mobility, and smarter hiring. 4. Enable Talent Marketplaces, Not Just Org Charts Gig-style internal projects let hidden talent shine—and help employees learn by doing. 5. Champion Responsible AI HR must lead conversations on fairness, bias, privacy, and reskilling—before the risks show up downstream. This isn’t evolution. It’s reinvention. HR’s future is to architect AI-powered organizations—or risk becoming irrelevant inside them. Zinnov Hani Mukhey Shweta Rani (She/Her) Namita Adavi Megha Deb Dipanwita Ghosh Karthik Padmanabhan Sagar Kulkarni Rohit Nair Amaresh N. Amita Goyal Komal Shah Saurabh Mehta Mohammed Faraz Khan ieswariya k

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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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𝗢𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗜 𝘀𝗲𝗲 𝗶𝗻 𝗽𝗿𝗶𝘃𝗮𝘁𝗲 𝗲𝗾𝘂𝗶𝘁𝘆 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗶𝘀 𝘂𝗻𝗱𝗲𝗿𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝗛𝗥 𝗮𝗻𝗱 𝘁𝗮𝗹𝗲𝗻𝘁 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀. As I shared in my recent Organization Design Forum workshop, it’s not uncommon to find just one HR leader (often stretched thin) charged with supporting executives through complex organization change, leadership transitions, and even designing people strategies to support transformation. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹𝗶𝘁𝘆? 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗶𝗻 𝗮 𝗣𝗘 𝗰𝗼𝗻𝘁𝗲𝘅𝘁 𝗱𝗲𝗽𝗲𝗻𝗱𝘀 𝗼𝗻 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗮 𝘀𝗶𝗻𝗴𝗹𝗲 𝗵𝗲𝗿𝗼𝗶𝗰 𝗲𝗳𝗳𝗼𝗿𝘁 - 𝗶𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗱𝗲𝗹𝗶𝗯𝗲𝗿𝗮𝘁𝗲 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀, 𝗿𝗼𝗯𝘂𝘀𝘁 𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀, 𝗮𝗻𝗱 𝗼𝗻𝗴𝗼𝗶𝗻𝗴 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻.  In fast-paced, high-pressure environments, organizations that prioritize building their HR and leadership “muscles” are far better positioned to sustain growth and unlock value. Curious about how hands-on organization change and transformation support can cover your talent capability gaps and improve outcomes? Check out this clip from my workshop “𝘏𝘰𝘸 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘋𝘦𝘴𝘪𝘨𝘯 𝘪𝘯 𝘗𝘳𝘪𝘷𝘢𝘵𝘦 𝘌𝘲𝘶𝘪𝘵𝘺 𝘗𝘰𝘳𝘵𝘧𝘰𝘭𝘪𝘰 𝘊𝘰𝘮𝘱𝘢𝘯𝘪𝘦𝘴 𝘪𝘴 𝘋𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵”  

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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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Good organizational change article on silos. As organizations scale and gains momentum, silos develop and create organizational drag. Good reminder of one of many reasons that goal alignment is an imperative. #OrganizationalChange #ChangeManagement #OrganizationalEffectiveness #EnterpriseGrowth #ExecutiveLeadership #HumanResources #PeopleStrategy #HRTransformation #StrategicHR #OrganizationalDevelopment #TalentManagement #Leadership #PeopleStrategy https://lnkd.in/gBkJaGgw

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The Future of Middle Management: More Facilitator, Less Boss 🚀 Following on last week post from the Gallup State of Workforce 2025, I've read a great piece in Harvard Business Review by Gretchen Gavett on the evolving role of middle management.

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Learning, Leading, and Elevating Executive Talent I recently had the privilege of joining SHRM’s #HonestHR Podcast, hosted by the insightful Nicole Belyna, SHRM-SCP. We explored a topic that is deeply close to my heart: executive recruiting and leadership development. During our conversation, I shared my belief that executive recruiting is fundamentally different from other levels of hiring — it’s not only about finding someone with the right experience on paper but about identifying a leader who can shape the organization’s direction, strengthen culture, and inspire people to achieve their best. We also discussed how critical it is for HR to take an active leadership role in the executive search process. While I deeply value the expertise that external executive search partners bring, I emphasized that HR should serve as the primary steward of the relationship between the organization and the search professional. By doing so, HR ensures alignment with strategic goals and maintains the authenticity of the employer brand throughout the process. Another key topic we covered was how HR leaders in small or lean teams can still have a powerful impact in executive recruiting. Even without large resources, HR can assert their influence by staying deeply connected to organizational needs, fostering strong relationships with key stakeholders, and embedding themselves in the process as strategic advisors rather than just facilitators. Finally, we touched on the importance of supporting leaders after they are hired — executive recruiting doesn’t end when the offer is signed. It’s the beginning of a journey to help new leaders integrate successfully and make a lasting impact. I’m grateful to SHRM, the SHRM Digital Production team and Nicole for the opportunity to share these insights and for hosting such a thoughtful discussion. If you’re interested in thinking more strategically about executive recruiting and how HR can lead with impact, I encourage you to listen to this episode. Thank you again to SHRM and Nicole for having me. (and boy, I don't know why I am blinking so much at the beginning of this video... maybe I was overwhelmed with the outstanding facilitation and interview skills of Nicole?) ------ https://lnkd.in/gtWiyuag #ExecutiveRecruiting #LeadershipDevelopment #TalentAcquisition #SHRM #HonestHR #HumanResources #StrategicHR

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