Invite CHANGE

3 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 5 While there are some parallels between that familiar sports scenario and executive leader and team coaching in enterprises, there are some important differences. For example, many different types of specialties are practiced by coaches and their work may be applied in many different arenas for all human endeavors, including leading commercial enterprises, education, healthcare, government services, the fine arts, personal growth and relationships, and parenting, among others. Janet M. Harvey, CEO and President of inviteCHANGE, a coaching and human development organization, has been a leader and innovator in the art and science of coaching for professional development for over 25 years. Her and her team’s experiences with more than 5,000 clients across six continents, her personally spending more than 15,000 hours working with executive leaders and INVI TECHANGE their teams, has informed their cutting-edge approach to how organizations can produce a 10x increase in leader productivity when it engages in what she terms “generative work.” “Around 2012, I initiated some qualitative research with about 250 executive leaders that we were working with at the time,” Harvey recounts. “That led me to start seeing that there were four common capacities that executive leaders rely upon to succeed – they usually had two of them that were pretty strong. Most are very single-minded and focused on producing results. And to produce them, they were consistently creating something that the market wanted. They were not creating just any good idea, rather using a capacity to create something tangible and pragmatic and get it to market at a price point that made sense to their buyers and delivering that consistently with quality. In this most common scenario, there are two missing capacities: innovation and learning. “So, it was clear to me that it was important to do something about the ability to originate new