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The pablum of executive coaching literature consistently points to setting goals

The pablum of executive coaching literature consistently points to setting goals. The goals of the coach and executive must be measurable, specific, and quantitative. Cherry picking something Peter Drucker Never Said! of “If you can’t measure it, you can’t manage it.” It is interesting to read Drucker’s thoughts on this, “Your first role . . … Continued

Leadership Development that is Counter-intuitive with Mike Cardus

In 2016 I had the joy of supporting Leadership Niagara as their Leadership Development Facilitator. Their CEO, at that time Molly Anderson, asked me to respond to a series of questions about leadership and executive coaching. Below are my responses, and some thoughts on how I offer Leadership through Difference. What are three things that … Continued

Learning is least likely to occur the higher one goes in an organization

It should be noted that in most organizations mistakes tend to be concealed even from those who make them. The likelihood of such concealment increases with rank or status. Therefore, the higher the rank, the greater the claim to omniscience. This implies that learning is least likely to occur the higher one goes in an organization.

Finding Solutions in a New Location–Skeleton Keys

New Location: We affiliate location with specific behaviors and roles. Our brain wants to make things simple by compartmentalizing what happens, how to act, how others may act within a location. This can be helpful / hurtful. Changing the location may be novel enough to change the discussion and therefore the behaviors and outcomes.

Finding Solutions Through New Expectations–Skeleton Keys

New Expectations: With a Dire Predication of the Future & Utopian Expectations the current view of a solution may be steeped within a resistance loop. Perhaps, co-creating a slightly different expectation of what works may cause change to break a pattern.