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Ensuring business success and resilience – the why and how of leadership coaching

Ensuring business success and resilience – the why and how of leadership coaching
This compelling book explains the nuts and bolts of coaching as a necessary trait for leaders. This is particularly relevant during crises like the COVID-19 pandemic.
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Coaching: The Secret Code to Uncommon Leadership by Ruchira Chaudhary.
However, this calls for skills and discipline in balancing managing and guiding. The book’s lessons are particularly useful for organisations in turbulent times like the pandemic era. Conventional command and control practices are yielding to more
agile, collaborative, and emergent models.
The author features a mix of insights from
business leaders and academics, and the use of examples from India and overseas will make it accessible to a global audience. The book is thoroughly referenced, with 30 pages of resources. ....

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Ask HN: How did you transition from FTE to self-employed/sole proprietor?

Some other suggestions things to think about:
you ll need a significant buffer (bare minimum 4-6mo) to smooth out income variability. If you are on your own, you will probably always have high variability.
Having an anchor contract before you transition would really help - e.g. 6-12mo with enough time committed to cover your basics. This shouldn t be more than max 40% time commitment, or else you won t get anything else done.
You are going to become a salesperson. Commit to being decent at it.
Understand what service you are selling and who you are targeting. You could have a high value, short engagement consulting business where you mostly talk to execs, you could have a higher volume (hours), lower cost, longer engagement business where you mostly provide bandwidth or experience variability to engineering managers. These are not the same business; trying to do both will probably fail. ....

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[YS Learn] What Ben Horowitz, Reed Hastings and others have to say about the startup culture and its importanc

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There is something endearing about the startup culture – carelessly strewn bean bags populating the floor space, foosball tables in the break room, wall art everywhere, and an open-door policy. But above all, it is about how organisations begin and grow.
Whether it is
Larry Page or Steve Jobs beginning with just an idea and pure passion, their stories are legendary. Most startups tell a story of passion. But what happens when the startup starts growing, and adds new people and processes? Can it hold on to its transparency and open-door culture? Or does the startup start behaving like a large corporate? ....

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