Inspiration

October 5, 2009

Leadership Coaching Notes October 2009 Inspiration Andrew wanted to feel and be inspiring. He had fleeting experiences of feeling “in the zone,” but they weren’t every day much less every meeting. He guessed that if he were more inspiring, he and others could Motivational Speaking  improve creativity and results by up to   20%. I […]

Share
Read the full article →

Emergency Coping Reactions

September 13, 2009

Leadership Coaching Notes September 2009 Emergency Coping Reactions As the pressures rose higher, Stan’s anxiety rose, too. He had hired well, invested in developing performance, and rewarded excellence. His team had produced impressive results. But, under high More About Us and prolonged stress, Stan began Join Our Mailing List! using “primitive” coping reactions that Past […]

Share
Read the full article →

When Should Client-Facing Employees Be Leaders?

August 8, 2009

Leadership Coaching Notes August 2009 When Should Client-Facing Employees Be Leaders? Blake’s client service team was talented and dedicated, but he lamented that they needed to be more “aggressive” about serving customers and helping to build new business. “They need to be leaders!” When I asked what that meant, we discovered 3 practices you may […]

Share
Read the full article →

Have to or Want to?

July 4, 2009

Leadership Coaching Notes July 2009 Have to or Want to? I had conversations with two very talented, exceptional performers that revealed the power of mindsets. In short, Donna led with a mindset of  enthusiasm for her purpose and the opportunity to contribute what she did best. Randy led with a sense of burdened over- responsibility […]

Share
Read the full article →

“You’re Wrong!”

June 11, 2009

Leadership Coaching Notes June 2009 “You’re Wrong!” When Ian disagreed with another’s idea or feedback, he often said,  “you’re wrong,” and explained why his idea was “right.” Being “right”  isn’t enough and sometimes, Ian’s ideas weren’t great. How did he stop shutting others down or provoking arguments that didn’t need to happen? Ian shifted three […]

Share
Read the full article →

Improving Accountability

May 17, 2009

Leadership Coaching Notes May 2009 Improving Accountability Dina was frustrated with the lack of accountability that too often sucked her into rescuing situations she thought others were handling. She hated the inefficiency, poor quality and broken teamwork it caused. When she started complaining about irresponsible people who didn’t follow through, I stopped her.  I asked […]

Share
Read the full article →

Leading Your Leadership Team

April 17, 2009

Leadership Coaching Notes April 2009 Leading Your Leadership Team I bet James $100 that individuals on his leadership team couldn’t list the same top 3 success indicators for their team. Guess who won? James wasn’t really risking $100. He was  gambling the success of his organization on a team that lacked the clarity, alignment and […]

Share
Read the full article →

Impact Multipliers: How to Inspire More Discretionary Effort

March 17, 2009

Leadership Coaching Notes March  2009 Impact Multipliers: How to Inspire More Discretionary Effort As work challenges increased, Wendy asked how to get “everything possible” from peers, suppliers and staff. She led effectively in many ways, but by using 3 powerful “Impact Multipliers,” she unleashed additional commitment and productivity from those most important to her organization’s […]

Share
Read the full article →

Leading Through A Restructuring

February 16, 2009

Leadership Coaching Notes February 2009 Leading Through A Restructuring Erin’s operation faced eliminating some jobs and moving others to diverse locations. He was worried about the impact on his employees, particularly in the current economic situation. He also needed to keep his workforce productive through this process. How could he cut back, make needed moves […]

Share
Read the full article →

Gaining C-Suite Access

January 4, 2009

Leadership Coaching Notes January 2009 Gaining C-Suite Access Cora struggled with building C-Suite relationships critical to earning the executive role she wanted. Despite extraordinary work ethics, top technical skills and her drive for success, senior executives didn’t look to her for leadership.She learned to reverse 3 habit patterns that were critical to her success as […]

Share
Read the full article →

← Previous Entries

Next Entries →