Praesta Insights Publications

Praesta typically works at any one time with around 500 senior executives. These relationships give us exceptional insights into the issues facing leaders across many sectors, industries and organisational contexts. The breadth of our coaching work also means that we are able to identify emerging issues quickly and put them into perspective.

As well as informing our day-to-day coaching, we capture some of the most important themes in pamphlets, tools for our clients and published books.

 
The Resilient Team In this Insight document we share observations from working with executive and senior teams over many years and through changing contexts. We set out ten characteristics we notice in teams that stay resilient.  Download PDF

The Resilient Team

In this Insight document we share observations from working with executive and senior teams over many years and through changing contexts. We set out ten characteristics we notice in teams that stay resilient. 

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Board Players How Chairs, Independent Directors and CEOs make their boards effective The characteristics, attributes and behaviours of board members and the chemistry between them, alongside the information they work with, determine the effectiveness of a board. Download PDF

Board Players
How Chairs, Independent Directors and CEOs make their boards effective

The characteristics, attributes and behaviours of board members and the chemistry between them, alongside the information they work with, determine the effectiveness of a board.

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Leading Investors Here you are, the new team leader, head of investment or CIO. You feel justly pleased by having been given the chance to show your skills at managing people as well as investing assets, and pleasure at being acknowledged by the company as a key member of the overall team. But now what?  Download PDF 

Leading Investors

Here you are, the new team leader, head of investment or CIO. You feel justly pleased by having been given the chance to show your skills at managing people as well as investing assets, and pleasure at being acknowledged by the company as a key member of the overall team. But now what? 

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Seizing The Future Seizing the future demands an upbeat and assertive approach coupled with realism, humility and the confidence to lead by example. It involves standing back, re-evaluating and being liberated from those previous frames of reference that constrain. The most successful leaders do this while remaining true to clear guiding values. Download PDF

Seizing The Future

Seizing the future demands an upbeat and assertive approach coupled with realism, humility and the confidence to lead by example. It involves standing back, re-evaluating and being liberated from those previous frames of reference that constrain. The most successful leaders do this while remaining true to clear guiding values.

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Why Are There Still So Few Women On Executive Boards? Last year Lord Davies of Abersoch set FTSE 100 companies the challenge to achieve 25 per cent of their members being female by 2015. While women now make up 22.4% of FTSE board non-executive directors, the percentage of women executives remains at a tiny 6.6%. It is here that the challenge remains. Download PDF

Why Are There Still So Few Women On Executive Boards?

Last year Lord Davies of Abersoch set FTSE 100 companies the challenge to achieve 25 per cent of their members being female by 2015. While women now make up 22.4% of FTSE board non-executive directors, the percentage of women executives remains at a tiny 6.6%. It is here that the challenge remains.

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Beyond 2020 (Thing will be different) How should organisations reposition themselves for 2020 and beyond? What should leaders be doing now to prepare for that? Big questions. Our view is that today’s answers are very different to yesterday’s. Download PDF

Beyond 2020
(Thing will be different)

How should organisations reposition themselves for 2020 and beyond?
What should leaders be doing now to prepare for that? Big questions. Our view is that today’s answers are very different to yesterday’s.

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Continuity and Succession How not to lose the baby with the bathwater The purpose of this Insight document is to prompt thinking and action that de-risks chief executive succession. It is informed by our knowledge of what happens before and after a change of guard at the top.  Download PDF

Continuity and Succession
How not to lose the baby with the bathwater

The purpose of this Insight document is to prompt thinking and action that de-risks chief executive succession. It is informed by our knowledge of what happens before and after a change of guard at the top. 

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The Age Of Agility Agility – how to wait, watch, and make fast, decisive moves at the right time - has become a core source of survival and long-term  competitive advantage. Our view is that agility starts with the leader, who shapes the capability of his/her teams and, through them, the wider organisation.  Download PDF

The Age Of Agility

Agility – how to wait, watch, and make fast, decisive moves at the right time - has become a core source of survival and long-term  competitive advantage. Our view is that agility starts with the leader, who shapes the capability of his/her teams and, through them, the wider organisation. 

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Thriving In A Faster Faster World Work, at senior levels, in the 21st century has accelerated – many executives find themselves in what we call a “faster-faster” world, with unrelenting pressure, global travel and high performance expectations. Yet, contrary to popular belief, many individuals thrive in this pressured environment. How is this possible? We decided to explore this. Download PDF

Thriving In A Faster Faster World

Work, at senior levels, in the 21st century has accelerated – many executives find themselves in what we call a “faster-faster” world, with unrelenting pressure, global travel and high performance expectations. Yet, contrary to popular belief, many individuals thrive in this pressured environment. How is this possible? We decided to explore this.

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Ten Insightful Years When Praesta’s founding partners first planned their new business, they were determined to create a firm that would be wholly focused on their collective passion – harnessing the power of executive coaching to help people and the organisations they work for achieve their ambitions and aspirations. Download PDF

Ten Insightful Years

When Praesta’s founding partners first planned their new business, they were determined to create a firm that would be wholly focused on their collective passion – harnessing the power of executive coaching to help people and the organisations they work for achieve their ambitions and aspirations.

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Knowing the Score What we can learn about leadership from music and musicians One way to approach the challenge of leadership is to learn from other fields. We see leadership, like music, as a discipline: as a contribution, and not a position in a hierarchy. Download PDF

Knowing the Score
What we can learn about leadership from music and musicians

One way to approach the challenge of leadership is to learn from other fields. We see leadership, like music, as a discipline: as a contribution, and not a position in a hierarchy.

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Living Leadership Finding Equilibrium Living leadership is about fully embracing your leadership challenges and opportunities. Leading well is about bringing all your experiences to bear, while not trying too hard and exhausting yourself. Download PDF

Living Leadership
Finding Equilibrium

Living leadership is about fully embracing your leadership challenges and opportunities. Leading well is about bringing all your experiences to bear, while not trying too hard and exhausting yourself.

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Riding The Rapids How to navigate through turbulent times Leaders today are faced with intense work and personal challenges that can cause them to question their normal leadership approach. As a coaching practice, we have seen the impact of the current economic environment on leaders and the way they work. Download PDF

Riding The Rapids
How to navigate through turbulent times

Leaders today are faced with intense work and personal challenges that can cause them to question their normal leadership approach. As a coaching practice, we have seen the impact of the current economic environment on leaders and the way they work.

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Metro Leaders: A New Breed of Men in Business? Saul Klein, the technology venture capitalist behind a host of successful startups describes himself on Twitter as ‘Husband. Dad. Serial entrepreneur.’ He is a high profile example of a new breed of men in business life who are choosing to behave differently in the workplace than older generations... Download PDF

Metro Leaders: A New Breed of Men in Business?

Saul Klein, the technology venture capitalist behind a host of successful startups describes himself on Twitter as ‘Husband. Dad. Serial entrepreneur.’ He is a high profile example of a new breed of men in business life who are choosing to behave differently in the workplace than older generations...

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What Makes a Great Chair in the Public Sector? In the UK public sector there is a wide range of bodies of different kinds that support the business of Government. Their nature and numbers may change over time, but they remain an important part of the landscape. Download PDF

What Makes a Great Chair in the Public Sector?

In the UK public sector there is a wide range of bodies of different kinds that support the business of Government. Their nature and numbers may change over time, but they remain an important part of the landscape.

Download PDF


Coaches Publications

Below is a list of books written and published by Praesta coach Peter Shaw along with his colleagues.

 

Conversation Matters: how to engage effectively with one another. London: Continuum, 2005.

The Four Vs of Leadership: vision, values, value-added, and vitality. Chichester: Capstone, 2006.

Finding Your Future: the second time around. London: Darton, Longman and Todd, 2006.

Business Coaching: achieving practical results through effective engagement. Chichester: Capstone, 2007 (co-authored with Robin Linnecar).

Making Difficult Decisions: how to be decisive and get the business done. Chichester: Capstone, 2008.

Raise Your Game: how to succeed at work. Chichester: Capstone, 2009.

Defining Moments: navigating through business and organisational life. Basingstoke: Palgrave/Macmillan, 2010.

The Reflective Leader: standing still to move forward. Norwich: Canterbury Press, 2011 (co-authored with Alan Smith).

Thriving in Your Work: how to be motivated and do well in challenging times. London: Marshall Cavendish, 2011.

Getting the Balance Right: leading and managing well. London: Marshall Cavendish, 2013

 

 

The Emerging Leader: stepping up in leadership. Norwich: Canterbury Press, 2013, (co-authored with Colin Shaw).

100 Great Personal Impact Ideas. London: Marshall Cavendish, 2013

Leading in Demanding Times.  Cambridge: Grove, 2013

100 Great Coaching Ideas. London: Marshall Cavendish 2014

Celebrating Your Senses. Delhi: ISPCK, 2014

Sustaining Leadership: renewing your strength and sparkle. Norwich: Canterbury Press, 2014

100 Great Team Effectiveness Ideas. London: Marshall Cavendish, 2015

Wake Up and Dream: stepping into your future. Norwich: Canterbury Press, 2015

100 Great Building Success Ideas. London: Marshall Cavendish, 2016

The Reluctant Leader: coming out of the shadows. Norwich: Canterbury Press, 2016 (co-authored with Hilary Douglas)

Living with never-ending expectations. Vancouver, Regent College Publishing, 2017

100 Great Leading Well Ideas. Marshall Cavendish, 2017