Behavior Precedes Your Story of Work, Teams and Leadership

Suggesting that he should act ‘As-If’ his work life was organized, his executive team made better decisions quicker and his team achieved what we defined as high-performance. This was more than a thought exercise, it was time for this executive to actually behave As-If.

Management Coaching and Development. Situation, Objectives and First Meeting Plans

Coaching and development for 5 high potential managers. Currently the managers are struggling with a change in their role. Their direct manager is noticing a lapse in time for responses to customers and project members, poor delegation of tasks and prioritization of incoming and outgoing work, plus increased signs of stress with the employees.

Selection of Leaders

Selection of leaders using complexity thinking, motivation, and development of current into future skills.

Using SOLVED to Make Meetings Better

Solution-Focused – executive, management and team coaching is all about pragmatic applications.

In preparation for a kick-off meeting, beginning almost 24 months of work, with a new organization I used the SOLVED method to determine how to make the meeting better.

19 Coaching Questions When the person does not want coaching

Sometimes coaching is forced on an employee by their manager because they are having a tough time with a new position or their existing manager just does not know what to-do, and many other reasons.
Okay, when that happens what do you do as an executive coach?

4 Ways Managers Rob Meaning From Peoples Work

Any manager has the ability to make work a joy or miserable. If your manager is great perhaps you are on a project team and that project manager has the ability to make you feel great and want to do more or make you want to stop everything and do as little as possible.

How accurate are your predictions?

If, as a manger, you cannot predict what employees are doing and the completion date of delegated tasks…you cannot do your work.

The Solution is Not Necessarily Related to the Problem

Acknowledging the problem AND developing a shared understanding of the goal to be achieved. Then working backward to accomplish this goal by carefully and pragmatically searching through the organization, team and / or persons real-life and work experience to identify exceptions of when the solution is already happening or could possibly happen in the future.