Volume 5, Issue 2 | 2015
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Thank you for your interest in the Journal of Practical Consulting. Regent University is suspending production of this publication until further notice. Therefore, we are not accepting article submissions at this time. We wish you all the best in your endeavors.


Diane M. Wiater, Ph.D.

This issue’s feature article is the work of two students, one in a doctoral program, the other in a master’s program each with a growing interest in Millennial leadership. The authors combine their research to bring consultants a practical perspective on leadership development for Millennials and those managing/leading them. (Congratulations to Karen Bolser who has, since acceptance of this article, completed the DSL program work earning her doctorate in strategic leadership and Rachel Gosciej who has received her Master of Arts in Organizational Leadership).

The following four articles were presented at the annual Regent University Leadership Roundtable focused on Leadership Coaching in May 2014. Dr. Kay Bower presents a case study describing the value of the MBTI as a coaching tool particularly in fostering client awareness. Bower demonstrates through the case how the MBTI assists the client in self-awareness and determining goals for personal and leadership change. Mr. Lew Steinhoff examines a new instrument used in self-evaluating “Born Leader” cognitive skills. In his article, he proposes how this instrument might be of use to consultants and coaches. Mr. William Florin developed a preliminary model which would allow the coach practitioner to discuss convergence sooner with a client and explore the client’s comfort and willingness to work in a convergence-centric environment. Mrs. Laurie Ann Finn presents an article demonstrating the value of coaching for first-time mothers as they face the challenges of the unknown. In her article, she stresses the client goals and necessity of relationship.

As always, I hope these articles strengthen our learning and provoke continued development of our knowledge and skills as consultants and coaches.

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Millennials: Multi-generational Leaders Staying Connected
Karen Bolser & Rachel Gosciej

The aging of the workforce and the concurrent advent of the Millennials represent a major demographic and sociological phenomenon that can have dominant implications for organizations, as a whole. In the wake of mass scale cutbacks and economic upheaval, this is creating a greater urgency for organizational leaders to focus more attention on keeping multi-generational leaders actively engaged. Thus, as we enter the new millennium and face the entrance of another generation of leaders into the workforce, managers are encouraged to solve as well as close the gap to these generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. The purpose of this article is to propose reverse mentoring as a social exchange tool, which will leverage the expertise of all generations.
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Coaching with the Myers Briggs Type Indicator: A Valuable Tool for Client Self-Awareness
Kay Bower

This paper explores the importance of client self- and other-awareness as a means for success in self-determination with a coaching relationship. Within the context of the Gestalt and Person-Centered coaching psychologies, the Myers-Briggs Type Indicator (MBTI) is presented as one tool that provides clients with information and insights necessary to deepen self- and other-awareness. A case study is presented in which the MBTI was utilized as the primary means for deepening client self-awareness and demonstrating the usefulness of the MBTI to support clients in being their own experts and finding their own solutions to achieving their goals, optimizing their potential and capabilities.
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Natural Born Leaders: Use of a Self-Assessment Tool and Benefits to Coaching and Development
R. Lewis Steinhoff

Why do people sometimes use the phrase “natural born leader” when describing some leaders? This paper explores born leadership – the myth, the persona of people viewed to be born leaders, and the conclusions from peer reviewed research of the subject and application for leader development. Use of a Self-assessment tool (Blank, 1994) is proposed to determine where people are cognitively on 108 “Born Leader” skills. Furthermore, it is proposed that the results from the tool can benefit human resource departments in evaluating options for consulting, coaching and development.
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Creating Change Faster: Convergence and Transformation Acceleration
William Florin

Convergence brings a client’s many experiences, skills, and characteristics together in the coaching relationship in a productive way that allows the coach to have insight into the whole client to accelerate change. Dramatic, lasting change that brings the client to her or his full potential – a state of transformation – can be achieved faster in a holistic convergence-centric coaching environment than in a more tightly-focused task or role-specific coaching conversation. This paper offers a preliminary model to allow the coach practitioner to discuss convergence sooner, explore the client’s comfort and willingness to work in a convergence-centric environment, and to help the client understand the value of the concept through convergence-focused questions to be used in the coaching relationship.
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Coaching Women through the Roller coaster of First-Time Motherhood
Laurie Ann Finn

Most first-time moms are aware they need knowledge, understanding, and support from others especially another experienced woman to coach them to achieve their goals. A life coach or doula who understands the aspects that are most important to new moms can be an effective influence as they are challenged with the unknown of motherhood.
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Please note: Views and opinions expressed in the articles published in the Journal of Practical Consulting (JPC) represent each author's research and viewpoint and do not necessarily represent JPC or its sponsors. JPC and its sponsors make no representations about the accuracy of the information contained in published manuscripts and disclaims any and all responsibility or liability resulting from the information contained in the JPC.

The Journal of Practical Consulting is a publication of the Regent University School of Business & Leadership | © 2015
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