Max Coates is currently Programme Director for Working Together for Success for The London Leadership Centre. He also is a regional facilitator for NCSL's New Visions Programme for early headship. He was also researcher for the EPPI review of Citizenship Education. Other areas of work include mentor coaching, learning and motivation.

• Foreword by Professor Dame Pat Collarbone; Introduction; Chapter 1 - Mind the gap; Exploring the dramatic nature of change and the way that it reframes our working context.; Chapter 2 - The lesser-known legacy of Mr. Rickenbacker; Chapter 3 - The story we find ourselves in; Our perception of events is our reality. How we frame the stories we tell about events has a huge impact on our ability to think and make decisions.; Chapter 4 - A peace of my mind; Understanding and managing stress and depression.; Chapter 5 - Values for money; Values are the springboard for our actions. This chapter explores moral purpose and also what happens when it becomes misaligned with practice.; Chapter 6 - It's only words; Words have a huge power and significance in the way in which we frame our experience. The impact of self-talk and its transformation is examined.; Chapter 7 - Time will tell; The organisation of our time is not simply an appropriate skill but an essential core activity that facilitates our thinking and reduces stress.; Chapter 8 - From Tool to Tyrant; Examining the rapid rise of ICT and 'connected' leadership and considering strategies to manage digital workflow.; Chapter 9 - Team Games; Teams are widely recognised as a means of increasing leadership capacity and creativity. When the team is not conceived and nurtured with great care it becomes a source of dissipated energy and stress. This chapter explores some of the precursors to building successful teams. Chapter 10 - The only alternative; Problem solving and creative thinking are different and require different mental frames to achieve appropriate outcomes. There are techniques to apply leverage to our thinking styles.; Chapter 11 - It's not what you know but who you know; Chapter 12 - Body of knowledge; Our leadership capacity and our bodily fitness and health are inextricably linked. Poor levels of fitness will impair thinking, and high levels of sustained stress are likely to impact health adversely.; Chapter 13 - Buy one get one free; An exploration of the potential impact of leadership at a system level.; Chapter 14 - End game; Encouraging a learning review and creating an action plan.; Bibliography.

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Max Coates is currently Programme Director for Working Together for Success for The London Leadership Centre. He also is a regional facilitator for NCSL's New Visions Programme for early headship. He was also researcher for the EPPI review of Citizenship Education. Other areas of work include mentor coaching, learning and motivation.

• Foreword by Professor Dame Pat Collarbone; Introduction; Chapter 1 - Mind the gap; Exploring the dramatic nature of change and the way that it reframes our working context.; Chapter 2 - The lesser-known legacy of Mr. Rickenbacker; Chapter 3 - The story we find ourselves in; Our perception of events is our reality. How we frame the stories we tell about events has a huge impact on our ability to think and make decisions.; Chapter 4 - A peace of my mind; Understanding and managing stress and depression.; Chapter 5 - Values for money; Values are the springboard for our actions. This chapter explores moral purpose and also what happens when it becomes misaligned with practice.; Chapter 6 - It's only words; Words have a huge power and significance in the way in which we frame our experience. The impact of self-talk and its transformation is examined.; Chapter 7 - Time will tell; The organisation of our time is not simply an appropriate skill but an essential core activity that facilitates our thinking and reduces stress.; Chapter 8 - From Tool to Tyrant; Examining the rapid rise of ICT and 'connected' leadership and considering strategies to manage digital workflow.; Chapter 9 - Team Games; Teams are widely recognised as a means of increasing leadership capacity and creativity. When the team is not conceived and nurtured with great care it becomes a source of dissipated energy and stress. This chapter explores some of the precursors to building successful teams. Chapter 10 - The only alternative; Problem solving and creative thinking are different and require different mental frames to achieve appropriate outcomes. There are techniques to apply leverage to our thinking styles.; Chapter 11 - It's not what you know but who you know; Chapter 12 - Body of knowledge; Our leadership capacity and our bodily fitness and health are inextricably linked. Poor levels of fitness will impair thinking, and high levels of sustained stress are likely to impact health adversely.; Chapter 13 - Buy one get one free; An exploration of the potential impact of leadership at a system level.; Chapter 14 - End game; Encouraging a learning review and creating an action plan.; Bibliography.

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Max Coates is currently Programme Director for Working Together for Success for The London Leadership Centre. He also is a regional facilitator for NCSL's New Visions Programme for early headship. He was also researcher for the EPPI review of Citizenship Education. Other areas of work include mentor coaching, learning and motivation.

• Foreword by Professor Dame Pat Collarbone; Introduction; Chapter 1 - Mind the gap; Exploring the dramatic nature of change and the way that it reframes our working context.; Chapter 2 - The lesser-known legacy of Mr. Rickenbacker; Chapter 3 - The story we find ourselves in; Our perception of events is our reality. How we frame the stories we tell about events has a huge impact on our ability to think and make decisions.; Chapter 4 - A peace of my mind; Understanding and managing stress and depression.; Chapter 5 - Values for money; Values are the springboard for our actions. This chapter explores moral purpose and also what happens when it becomes misaligned with practice.; Chapter 6 - It's only words; Words have a huge power and significance in the way in which we frame our experience. The impact of self-talk and its transformation is examined.; Chapter 7 - Time will tell; The organisation of our time is not simply an appropriate skill but an essential core activity that facilitates our thinking and reduces stress.; Chapter 8 - From Tool to Tyrant; Examining the rapid rise of ICT and 'connected' leadership and considering strategies to manage digital workflow.; Chapter 9 - Team Games; Teams are widely recognised as a means of increasing leadership capacity and creativity. When the team is not conceived and nurtured with great care it becomes a source of dissipated energy and stress. This chapter explores some of the precursors to building successful teams. Chapter 10 - The only alternative; Problem solving and creative thinking are different and require different mental frames to achieve appropriate outcomes. There are techniques to apply leverage to our thinking styles.; Chapter 11 - It's not what you know but who you know; Chapter 12 - Body of knowledge; Our leadership capacity and our bodily fitness and health are inextricably linked. Poor levels of fitness will impair thinking, and high levels of sustained stress are likely to impact health adversely.; Chapter 13 - Buy one get one free; An exploration of the potential impact of leadership at a system level.; Chapter 14 - End game; Encouraging a learning review and creating an action plan.; Bibliography.

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