Tag: Executive Development

  • How an Executive Coach became a Trusted Leadership Advisor from the perspective of both the Coach and the Executive

    Karol M. Wasylyshyn

    Leadership Development Forum, Philadelphia, Pennsylvania

    An in-depth case study is used to illustrate the transition senior consultants can make from the role of executive coach to a role conceptualized by the author as trusted leadership advisor (TLA) in long-term engagements with senior business executives. In this engage- ment, spanning several years, the client ultimately became CEO of a global entity. Factors addressed in the case include the client’s development issues, his progress, and the challenge of his simultaneously making developmental progress while managing a difficult boss and understanding how the company culture in some ways exacerbated his leadership issues. A number of key practice factors are specified as potential guidance for practitioners already working or aspiring to work with CEOs and other senior business leaders. These factors, embedded in the application of an integrated practice model, include how the TLA guided and conceptualized the engagement, useful tools including written summaries and construc- tive triangulation, and the management of multiple roles.

    Read more…

  • Coaching the Uncoachable Executive

    How do you help leaders who don’t want help?

    by Steve Albrecht

    View original publication on Psychology Today

    If we take the idea that you can lead a horse to water but you can’t make it drink to the business arena, how do companies help their leaders improve their performance or behavior, through coaching, when they don’t think they need it?

    I work with two types of employees when it comes to coaching; pick the one you’d rather be in the room with. One says, “I’m so glad you’re here! I know I’ve got some rough edges, some blind spots, and I need to improve the way I communicate with my staff and my boss. We have a lot to talk about and I want to get right to work.” Chance of success: high.

    The other type says, “I don’t know why you’re here or I’m here. It’s probably because one of my team got hurt feelings and complained. Maybe my style is a bit rough, but I get things done. Besides, the clients love me and I make this place a lot of money. Can we get on with whatever this is? I have a lot of work to do.” Chance of success: poor to middling.

    For help with this thorny issue, I spoke with Jordan Goldrich, COO of the San Diego-based executive coaching firm, CUSTOMatrix. He holds an LCSW license and the Master Certified Executive Coach (MCEC) designation, from the Association of Corporate Executive Coaches. Jordan is also a Talent Management Executive with Executive Core, an international Executive Coaching firm.

    When it comes to coaching the executive who doesn’t want to participate in the process, Jordan says, “Most executives who don’t want to be coached are referred by their managers for coaching for several reasons. They’re very valuable because of their technical knowledge or business expertise, but their interpersonal style creates a negative impact on their key stakeholders, direct reports, and superiors. Or, they are part of a leadership development program, where everyone must have coaching, and they don’t want it because they are legitimately too busy, don’t trust or respect the coach, or don’t believe it will be valuable for them.”

    He also sees them having either a lack of insight or a skewed view of their impact on their firm and the people in it. “They’re genuinely not aware of the impact they’re having on others,” he suggests. “Or they recognize they’re having a negative impact but can’t believe their impatience, frustration, anger, and even sarcasm with others is more of a problem than the lack of production, late deadlines, fuzzy thinking, and lack of accountability of the people who are complaining. In addition, many don’t believe they can control their behavior.”

    It’s interesting to note the mindset that Jordan Goldrich sees in these executives and senior leaders who are seen as abrasive. They believe they are like warriors, achieving a level of success in overwhelmingly complex strategic roles.  He says, “They believe they are not being recognized for their contribution. They may even feel they are being disrespected.”

    These internal challenges can manifest in significant hurdles for Jordan as a coach. He says of the abrasive leader as a coachee, “They believe that the request to change is part of a politically-correct culture where, as one executive said to me, ‘Kids are not allowed to play tag because being it will harm their self-esteem.’”

    Their coach must help them uncover their own intrinsic motivation to change. In other words, find a reason they would change this behavior even if they were not getting pressured to change. If the coaching is successful, they conclude that they should change because they want to be more consistent with their own core beliefs and values. He says, “Many I have met are sincerely religious people. Or, they may change because they recognize they want to win or achieve even greater things than they already have.”

    In many situations, Jordan finds self-assessment instruments can help coachees with their insight. He says, “Assessment instruments provide a wealth of information to coachees in an economical way. Their self-ratings on specific items deepen their understanding of their own motivations, personality style, communication style, decision style, and influence style. The assessment reports and our debriefs can combine to create new options for behavior changes. I typically use two self-assessments, plus a 360 evaluation, which may include my interviews with key stakeholders. Since I’m certified in these assessments – Myers-Briggs, FIRO-B, California Personality Inventory, Workplace Big 5, Conflict Dynamics Profile, DISC, and the Hogan Personality Inventory – they are part of my coaching tool kit as well.”

    So, with serious internal and external obstacles in the coachee’s path, how does he prove success? Coaching, like other soft-skills improvements, may not have an obvious immediate benefit, but more of a behavioral and performance shift, which could appear over a span of weeks or months. Obviously, business owners and C-level executives don’t always have a lot of patience for the slow-and-steady route to the improvement approach. Jordan uses subjective evaluations, like feedback from internal customers, peers, superiors and other stakeholders; if the coachee is achieving goals and meeting deadlines; and even employee turnover is a measure.

    Poorly-performing employees sometimes leave under the coachee’s “new and improved” leadership approach because they can no longer hide behind the formerly abrasive behavior of their manager.

    The coaching process is going to benefit those who participate fully. The challenge in all behavior and performance change is getting coachees to leverage their own intrinsic motivations to change. Then they are able to see the wisdom of good ideas, positive suggestions, and the need to embrace them, whether they initially like the coaching intervention or not.

    Dr. Steve Albrecht is a keynote speaker, author, podcaster, and trainer. He focuses on high-risk employee issues, threat assessments, and school and workplace violence prevention. In 1994, he co-wrote Ticking Bombs, one of the first business books on workplace violence. He holds a doctorate in Business Administration (DBA); an M.A. in Security Management; a B.S. in Psychology; and a B.A. in English. He is board certified in HR, security, coaching, and threat management. He worked for the San Diego Police Department for 15 years and has written 17 books on business, HR, and criminal justice subjects.

  • Defy Gravity

    Defy Gravity

    How to break from convention and lead in an ambiguous business world

    by Susan Gilell-Stuy, Executive Coach, Trusted Leadership Advisor and Host of Lead With IT podcast

    A reliance on conventional wisdom limits your ability to act in an ambiguous business world. A new generation of employees has redefined their expectations for top leaders and global organizations. And I’m going to tell you something your employees won’t: if you aren’t meeting their needs, they’ve already decided to jump ship and find a new team or company that will.

    Their lack of loyalty is a sign of your neglect. It’s a clear message that you can’t continue to tackle today’s challenges and opportunities with yesterday’s approach. You’ve got to change or lose them.

    It’s time you defy the gravitational pull for doing for what’s conventional: after all the only other option is staying stuck in the past.

    Here are 4 ways you can defy gravity:

    Raise the Bar for Everyone

    Everyone you add to the team should raise the bar for everyone else. That includes you. Only hire people you could see yourself working for one day. The goal is to constantly boost the talent pool, create ongoing intellectual diversity, and learn from each team member’s knowledge and ability.

    Give Up “Kitchen Sink” Meetings

    Stop holding catch-all weekly team meetings. Instead, switch to meetings driven by subject matter. For example: Mondays are project meetings, Wednesdays are budget meetings, and so on. Invite only the key players to keep things simple. A focused meeting makes for quicker and better decision-making.

    Think Big and Let Them Call the Cadence

    As the leader, paint the big picture for your team. Share with them where you’re heading, tell them that you expect them to get there the quickest way possible, and assure them that you’ll clear the speed bumps if need be. Then step back and let your trusted team members call the cadence, approach, and path they’re going to take to get there.

    Kill the Annual Review

    Only one thing matters when it comes to connecting with your people: putting them first. Spend more time focused on them and less time worrying about technical aspects of the business. Don’t wait for an annual review to share what you’re thinking; coach and develop them in real-time. Your investment in them will pay big dividends over the long-term.

    Once you’ve chosen to defy gravity and finish your transformational journey the organization and those around you have no option but to transform too. Fostering real change in those you lead and the organization itself makes you an unstoppable force as a leader.

    Susan Gilell-Stuy, Executive Coach, Trusted Leaderhip Advisor and Host of “Lead With IT” podcast

    Susan is a top-tier corporate executive coach, leadership strategist and speaker who helps millennial leaders and executives tap their genius by discovering the distinct skills and abilities that empower them to map out a plan for success – one that is perfectly suited to them. She is an executive coach for The Wharton School – University of Pennsylvania, a member of the Association of Corporate Executive Coaches and host of the Lead With IT™ podcast. If you’re wondering what your sweet spot is as a leader get your free copy of Susan’s Lead With IT Kit© at susangilellstuy.com and find out what you lead with.

  • The Surprising Value of Being Unattached

    The Surprising Value of Being Unattached

    Some people are naturally blessed with the powers of persuasion. Maybe you’ve seen them in action. They ask and they receive, and they make it look effortless, painless—even fun. For the rest of us, trying to persuade someone can be a maddening experience, and one that is definitely not fun. Maybe we’re trying to make a sale, recruit a partner or get the support we need to pursue a new idea—whatever our goal, and no matter our tactics, the other person stays resolute in “no.” We can push, beg and even manipulate, but he won’t budge. It soon becomes clear that if we keep pushing we might make things worse.

    In those moments, if we can step back and stop pushing, the situation is more likely to work out in our favor—perhaps with a result perhaps better than the one we sought. It seems counterintuitive, but something happens when we stop trying to force an outcome. And if we understand why this happens, we can use it to get the results we want.

    This is not a new idea. In the 14th century Japan it was shibui, while in 16th century Italy, it was called sprezzatura. Chinese Daoists call it wu-wei, and Hindu philosophers know it as ahamkara.

    In the North America, we think of it simply as cool. And if we remember anything we learned in junior high, it was that life was infinitely better for the people who were cool.

    It’s All About Attachment

    In New Age circles, people sometimes speak of a concept called attachment—which means when we’re caught up in something, we get attached to it. That’s when we lose sight of the big picture. We get tunnel vision on the outcome we want, so we don’t notice all that’s happening
    around us. We are blind to what’s really going on, and we are equally incapable of seeing the situation from another person’s perspective.

    This is when the Law of Attraction kicks in, according to New Age Thought. When we’re attached to the outcome, we’re afraid that the thing we want won’t happen. We become attached to that negative thought pattern and then, under the Law of Attraction, we begin attracting more of that negativity. In other words, we begin to imagine the person saying no to us, and eventually he really does say “no.”

    In the Western paradigm—inherited from the thinking of Dr. Sigmund Freud—we end up clinging to our egos. This ego-centered way of related to the world (and to ourselves) traps us in behaviour patterns that don’t meet our needs but which, maddeningly, are hard to see in the moment.

    Effortlessness + Effectiveness = Success

    All of this happens because we’re merely repeating old patterns. We’re like a car that’s stuck in the mud. The harder we try, the more we spin our wheels and make our situation worse.

    Over years of repetition, we have unintentionally trained ourselves to react this way. Just like an athlete who uses repetition to instill muscle memory, we’ve trained our mind to immediately apply that approach. When we become frustrated or desperate, we instinctively revert to these ways. It’s an unconscious, knee-jerk response. If we want to avoid it, we have to consciously change how we react.

    Early Chinese philosophers believed the ideal state of being was when a person was not actively thinking and was not exerting effort. They believed that this is the state in which the person is most able to achieve his goals.

    But retraining yourself so that you can get to that state most definitely requires conscious effort.

    The first step is simply to be aware of your patterns. Catch yourself in that moment; try to talk yourself out of pushing harder. And it’s a paradox, but trying too hard to stop trying too hard is not going to help you break the habit. Mencius, a Chinese philosopher in the fourth century B.C., advocated an approach similar to gardening: Do the planting and monitor the progress, but mostly just sit back and let the plants grow.

    Mencius’ approach isn’t much different from what New Age thought leaders call “the mindset of the witness.” They argue that, when we find ourselves caught up in these frustrating ineffective patterns, we should try to think like a witness. Because a witness is watching the event, not participating and not invested in the outcome.

    Consider the detective shows you’ve watched on TV: A witness comes in and impassively tells the detective what she saw. She wasn’t harmed by the crime and wasn’t involved in the action. She simply watched it all go down. Taking on the mindset of the witness means not getting emotionally engaged in what is taking place.

    As the witness, we notice what is happening but have no expectations about what will happen. We may intend a certain result, but we are not attached to it.

    Still not convinced? Think about insomnia. The harder you try to fall asleep, the less likely it is to happen. Stop trying and…zzz.

    Non-attachment feels unnatural to us in the West. It’s a hard practice to follow. From birth, we’re trained to desire, act and expect positive results, and we’re taught that the harder we work, the greater our reward. It feels strange to let go of an outcome in order to succeed. It’s especially difficult to practice in the moment, when we are trying to persuade someone and our stress levels begin to rise.

    But, by consciously practicing a more passive approach, we can establish new patterns and get our cars unstuck from the mud. We can train ourselves to let go. Whether we call it sprezzatura, shibui, wu-wei, ahamkara or just cool, we’ll be able to remove the tension from the interaction, tension that is keeping the other person from saying “yes.” With that tension gone, we may find ourselves getting a bigger “yes” than the one we imagined.

    AUTHOR: Beverly Benwick

    ABOUT BEVERLY: https://acec.mgmcsolutions.com/directory/bev-benwick-mal-pcc-cpcc/

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