Blog

In Management, One Size Does Not Fit All: Managing Subordinates So They’ll Thrive…

4 minute read

Management styles are a frequent topic of conversation with
our coaching clients. Sometimes coachees want to discuss how they’re being
managed by their boss, and other times it comes up with a coachee’s
frustrations regarding a subordinate.

The conversation usually starts out with something similar
to this: “Jason’s a good guy, but he’s so high maintenance that I get
frustrated and question whether he’s the right one for the job.”

What’s important to understand is that,

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Turnover: The Preventable Trillion-Dollar Loss

3 minute read

Last month, the Gallup organization published an eye-opening article estimating that turnover costs American businesses a trillion dollars a year. That’s specifically voluntary turnover. The article states the average annual turnover rate in American businesses for 2017 (the most recent year available) was 26.3%, and because it generally costs anywhere from one-half to two times an employee’s annual salary to replace them, those costs when extrapolated yield up to a trillion dollars a year in lost earnings.

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CBO – Chief Bullying Officer?

5 minute read

Three years ago, you may recall we wrote a piece about emotional
intelligence among U.S. presidents
in the lead up to the 2016
election.  In it, we discussed the role
emotional intelligence plays in leadership, and how its absence can negate even
the strongest vision, passion, intelligence, and drive.

It’s already presidential election season again, and
along with all the important ideas and topics the primary races bring,

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Organizational Politics: Toxic Inefficiency? Distasteful Behavior? Or Something Else Entirely?

4
minute read

We’ve
worked with quite a few clients who, when the topic of dealing with organizational
politics comes up, react in one of two ways: they either find it horribly distasteful,
or incredibly inefficient. We can only assume that some people find it
uncomfortable to have non-black and white conversations as it relates to
getting things done within a hierarchical organization, and some would rather
run others over in the interest of “just get it done” efficiency.

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For the Record, Sting Was Right

5 minute read

Free, free, set them free…

We’ve talked before in our posts about the nature of the leader-follower
relationship
, specifically around the psychology of “followership.”
To re-cap, for a leader to have followers, the would-be leader has to
understand what motivates the would-be follower. The leader must understand
where their follower wants to go and how they hope to go about getting there—not
just in their career,

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The 12 Steps of Executive Coaching: Part II

This month, we continue our discussion of applying the 12 Step model of recovery to leadership development. For the first half of this discussion, click here. Now, without further ado:

Traditional Step 7: We humbly asked our higher power to remove our shortcomings.

  • Executive Coaching Step 7: Asking others for accountability to recognize and address those shortcomings

As we mentioned in the last installment,

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The 12 Steps of Executive Coaching: Part I

‘Hi, my name is Dan, and I’m a recovering control freak,’ said no one ever.

There isn’t a 12-step program for this particular character defect; however, having been introduced to the 12-step philosophy of recovery over three decades ago, then moving into the corporate world five years later, and now having been a coach for the last decade, I can see great parallels between the 12 steps of recovery and developing wisdom in leadership.

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We and They, Us and Them

3 minute read

Organizational language matters. The way we speak about the work we do, how we do it, and who we work for and with can provide important insights into the health of an organization. Time and again, we’ve observed that a very quick and accurate acid test of cultural health is to listen to what pronouns those working inside an organization use:

“In Dallas, THEY do it like this.”

“This is the way WE track our sales on this team.”

“I don’t care how Nashville wants the report.

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On Change and Changing Our Minds

4 minute read

Change is the only constant…

The more things change, the more they stay the same…

Ch-ch-changes…

In the dawn of our species, human survival depended on being hyper-aware of and sensitive to potential danger, in order to survive and have surviving offspring. Over time, vigilance repeatedly proved to be an asset, and our brains became hardwired to be biased toward,

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What Conversation Are You Avoiding?

2 minute read

As we have mentioned in various earlier posts, there is a positive correlation between the quality of our conversations and our leadership capacity, richness of life, and even the viability of our professional careers.

This has been explored thoroughly in a host of books, including Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results by Judith E. Glaser; Nonviolent Communication: A Language of Life by Marshall B.

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