Kande McDonald
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I began my career in executive coaching, facilitation, training and development while on the Organization and Employee Development team in HR at MIT in the 00’s. My path to this field was not direct or intentional, and I was profoundly fortunate at MIT to join an ace team of experienced and gifted colleagues. Through my work on this team I launched an entirely new career; Francine Crystal was one of my talented teammates. During my years at MIT I developed the Institute’s Rewards and Recognition Program, coached leaders and helped develop the coaching practice for its nationally recognized leadership development program, created leadership and management trainings for staff and led an initiative to re-think MIT’s approach to performance management, among other projects and roles. The work that I was drawn to most was supporting individual and group development through conversation, reflection and practice. This followed naturally from my previous careers as an Iyengar yoga instructor, modern dancer and writer, which, like coaching and development, involve reflection, experimentation, practice, vulnerability, creativity, the ability to sit with discomfort and a willingness to trust one’s inner resources. In 2011, I began working independently as a leadership coach for executives in higher education and in 2016, I joined Crystal Clear Consulting full-time.
Most satisfying work I genuinely enjoy working with leaders at all career stages on their personal/professional development goals and interests. My most gratifying work is that which engages the whole person through the use of mindfulness and somatic practices to help a client build awareness of physical, mental and emotional patterns. Through this work, clients learn to create profound shifts that result in a new experience of themselves and their capabilities in relation to their work and others. Frequently used theories and tools I enjoy incorporating a wide array of tools, practices, and theories to support development in many areas including navigating organizational culture, stages of leadership development, strategic planning, delegation, leading and managing change, conflict management, self-care and stress management, presence and focus. A few specific examples include:
Certifications and degrees B.F.A in Dance Performance and M.F.A in Creative Writing. Certified Internal Coach through Babson College; Center for Creative Leadership’s Coaching Fundamentals, Fundamentals of Organization Relationship Systems Coaching (ORSC), Advance Group Coaching Practicum, Associated Certified Coach through International Coach Federation; NTL Human Interaction Lab; Leadership Embodiment Level I, Corentus Team Foundations and Essentials of Teaming. Assessment tools: Myers-Briggs Type Indicator; Thomas-Kilmann Conflict Mode Instrument; Harrison Assessment; KornFerry 360; Intercultural Development Inventory (IDI Assessment) |
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Kande's picks:
BOOKS
A More Beautiful Question by Warren Berger
This engaging read explains and explores "question thinking," illustrating how it can open untapped creativity, problem-solving and potential in individuals and organizations. Your Brain At Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long by David Rock Through a set of characters living through a typical day at work, Rock illustrates the current findings in neuroscience and what they tell us about how the human brain operates optimally versus when under stress, perceived threat or low on energy. He offers helpful practices to improve focus, decision making, empathy and performance. Thanks for the Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen After many years of studying and teaching how to navigate difficult conversations with more grace, the authors recognized that often the challenge of feedback conversations is on the receiving end. This book offers a mental framework for characterizing all types of feedback from offhand comments to formal critique. It empowers the feedback receiver to ask for what she needs and take it all in with healthy curiosity. 
ARTICLES
"How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility," by Michael D. Watkins
This article offers conventional corporate examples but still translates to higher education. It outlines several ways in which managers need to shift mindset and focus when transitioning from functional area expert to leader across multiple, diverse operations. "Management Time: Who's Got the Monkey?" by William Oncken, Jr., and Donald L. Wass While this 1999 article definitely feels dated in its portrayal of workplace roles and culture, its message for leaders is timeless: stop taking on everyone else's issues and instead develop the capacity for decision-making and problem-solving in others. 
TALKS
Brené Brown: The Power of Vulnerability
This researcher shares how her work led her to understand her own humanity and fear of vulnerability. She shows us how ultimately human connection and a sense of self-worth stem from our willingness to reveal ourselves to others. Celeste Headlee: 10 Ways to Have a Better Conversation Most of us don't converse very well and yet our jobs depend on it. This radio host shares what she's learned over the years about listening, being curious and staying present with others. |
