What is PeopleAnalyst?

PeopleAnalyst is the front door for people-analytics research: 205+ works indexed and profiled, 40+ citation-grade findings extracted, and peer-reviewed behavioral science translated from academic to actionable — the missing manual for the people analytics you always meant to do.

What is people analytics?

People analytics is not a dashboard. It is behavioral science and statistical inference applied to workforce decisions — a discipline with its own methodology, spanning measurement, organizational design, talent, leadership, and analytics craft.

Why does AI in HR need measurement science?

AI is being deployed in high-stakes people decisions — hiring, performance, attrition — without the measurement science to evaluate whether it works or whom it harms. Construct validity, effect sizes, and criterion validity are the vocabulary for asking an AI vendor the right questions.

How is the research made accessible?

The evidence is indexed and searchable: 205+ works, 40+ citation-grade insight cards, and 8 research arcs, so the right finding reaches the right decision at the right time.

What separates good people measurement from assertion?

Good measurement has a method: construct validity, reliability, and effect-size interpretation are not optional — they are what separates evidence from assertion.

library / lib6b1d14d42e42d47a

Coaching for Leadership - The Practice of Leadership Coaching from the Worlds Greatest Coaches (J-B US non-Franchise…

Marshall Goldsmith, Laurence S. Lyons · 2018

In a sentence

A compilation of essays from the world's top coaches, this book provides a comprehensive guide to the principles, practices, and applications of executive coaching for developing leaders and driving organizational change.

This book is an essential resource for executives aspiring to become coaches, HR professionals managing coaching programs, and leaders seeking to enhance their own coaching skills. It gathers the collective wisdom of the world's greatest coaches, including Marshall Goldsmith, Edgar Schein, and Paul Hersey, to provide a definitive text on leadership coaching. The book covers foundational concepts, practical building blocks like 'feedforward', strategies for leading change, and real-world case studies from companies like Siemens and Agilent Technologies. It moves beyond theory to offer actionable advice on how to implement effective coaching that fosters behavioral change, aligns with business strategy, and ultimately drives individual and organizational success.

The four lenses

Science
Statistics
Systems
Strategy

The model

This model, synthesized from the collective wisdom in 'Coaching for Leadership', posits that structured coaching interventions, tailored to the leader's readiness and organizational context, are key design levers. These levers facilitate psychological shifts (e.g., self-awareness, motivation) and drive the adoption of new leadership behaviors. The consistent application of these new behaviors, reinforced by stakeholder feedback and aligned with business strategy, leads to improved leadership effectiveness, enhanced team performance, and positive organizational outcomes.

Coaching Interventionsdesign lever

The set of structured processes and techniques employed by a coach to facilitate a leader's development. This includes initial assessment (e.g., 360-degree feedback), collaborative goal-setting, creating an action plan, and regular follow-up sessions focused on progress and challenges.

Stakeholder Involvementdesign lever

The systematic engagement of a leader's key professional contacts (manager, peers, direct reports) in the coaching process. This involves their participation in providing initial feedback, offering ongoing suggestions (feedforward), and assessing behavioral change over time.

Strategic Alignmentcontextual condition

The extent to which an individual leader's coaching goals and developmental action plans are directly linked to the organization's strategic priorities, business objectives, and defined leadership competencies.

Situational Leadership Applicationdesign lever

The coach's adaptation of their leadership style—varying the amount of directive (task) behavior and supportive (relationship) behavior—to match the coachee's level of readiness (ability and willingness) for a specific developmental task or behavioral goal.

Leader Self-Awarenesspsychological state

An individual leader's accurate perception of their own behavior, strengths, weaknesses, and the impact of their actions on others, particularly the discrepancy between their intentions and how they are perceived.

Leader Motivation to Changepsychological state

The degree of a leader's personal commitment, ownership, and willingness to invest the necessary time and effort to alter their established behaviors and adopt new ones, driven by the belief that change is both necessary and beneficial.

Leadership Behavioral Changebehavioral pattern

The observable, consistent, and sustained alteration in a leader's actions, communication style, and habits as a direct result of the coaching process, as judged by themselves and key stakeholders.

Perceived Leadership Effectivenessoutcome metric

The collective judgment of key stakeholders (manager, peers, direct reports) that the leader has demonstrably improved their performance and impact in their leadership role over the course of the coaching engagement.

Team and Organizational Performanceoutcome metric

The measurable improvements in business-relevant outcomes that result from enhanced leadership effectiveness, including increased team engagement, improved organizational climate, higher productivity, and the achievement of strategic business goals.

How they connect

coaching interventions → influences leader self awareness
coaching interventions → influences leader motivation to change
stakeholder involvement → influences leader motivation to change
stakeholder involvement → influences leadership behavioral change
situational leadership application → influences leadership behavioral change
leader self awareness → influences leadership behavioral change
leader motivation to change → influences leadership behavioral change
leadership behavioral change → influences perceived leadership effectiveness
strategic alignment → influences perceived leadership effectiveness
perceived leadership effectiveness → influences team and organizational performance

The story

The reader The reader is an HR professional, a senior executive transitioning into a coaching career, or a leader who wants to become a more effective coach for their team. They want to master the art and science of executive coaching to develop leaders, drive organizational change, and build a successful coaching practice or improve their own leadership.

External problem

The field of coaching is crowded and unregulated, making it difficult to find proven, effective methods. They lack a clear, structured process to deliver measurable results and demonstrate the ROI of coaching to skeptical stakeholders.

Internal problem

They feel uncertain about how to translate their own success into helping others. They are overwhelmed by the responsibility of guiding a leader's career and frustrated when their coaching efforts don't lead to real, lasting change.

Philosophical problem

It's just wrong that so much potential is wasted and so many resources are misspent on ineffective coaching when a proven, strategic approach could unlock a leader's and an organization's true capabilities.

The plan

Understand the Foundations: Grasp the core principles of what executive coaching is and how it drives behavioral change.
Master the Building Blocks: Learn practical, step-by-step processes and tools like 'feedforward' and stakeholder engagement to make coaching work.
Apply Coaching Strategically: Discover how to use coaching to lead organizational change, navigate career transitions, and build a coaching culture.
Learn from Real-World Applications: See how these principles are applied in major corporations like Aventis, Siemens, and General Mills through detailed case studies.

Success

The reader becomes a confident, effective, and highly sought-after executive coach.
They can consistently facilitate measurable, positive behavioral change in leaders.
They successfully build and manage strategic coaching programs that demonstrate clear ROI and are valued by senior leadership.
Their own leadership becomes more influential and impactful as they master the art of coaching.

At stake

They will continue to struggle with ineffective coaching methods, wasting time and money.
The leaders they coach will fail to achieve lasting behavioral change, damaging their own credibility and the reputation of coaching in their organization.
They will feel like an imposter, lacking the confidence and a proven process to truly help others succeed.
The organization misses out on the transformative potential of strategic leadership development.

Questions this book answers

What is executive coaching and how does it differ from consulting or mentoring?
How can leaders be coached to achieve positive, long-term behavioral change?
What are the essential steps and tools for making a coaching program successful within an organization?
How can coaching be used as a strategic tool for leading organizational change and improving business results?
What are the challenges and best practices for coaching in a global, diverse, and rapidly changing business environment?

Glossary

Coaching Interventions: The set of structured processes and techniques employed by a coach to facilitate a leader's development. This includes initial assessment (e.g., 360-degree feedback), collaborative goal-setting, creating an action plan, and regular follow-up sessions focused on progress and challenges.
Stakeholder Involvement: The systematic engagement of a leader's key professional contacts (manager, peers, direct reports) in the coaching process. This involves their participation in providing initial feedback, offering ongoing suggestions (feedforward), and assessing behavioral change over time.
Strategic Alignment: The extent to which an individual leader's coaching goals and developmental action plans are directly linked to the organization's strategic priorities, business objectives, and defined leadership competencies.
Situational Leadership Application: The coach's adaptation of their leadership style—varying the amount of directive (task) behavior and supportive (relationship) behavior—to match the coachee's level of readiness (ability and willingness) for a specific developmental task or behavioral goal.
Leader Self-Awareness: An individual leader's accurate perception of their own behavior, strengths, weaknesses, and the impact of their actions on others, particularly the discrepancy between their intentions and how they are perceived.
Leader Motivation to Change: The degree of a leader's personal commitment, ownership, and willingness to invest the necessary time and effort to alter their established behaviors and adopt new ones, driven by the belief that change is both necessary and beneficial.
Leadership Behavioral Change: The observable, consistent, and sustained alteration in a leader's actions, communication style, and habits as a direct result of the coaching process, as judged by themselves and key stakeholders.
Perceived Leadership Effectiveness: The collective judgment of key stakeholders (manager, peers, direct reports) that the leader has demonstrably improved their performance and impact in their leadership role over the course of the coaching engagement.

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