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| | | TRUE URGENCY: ENGAGING THE HEART! | | | Bob Benwick, MSc. OD, MCC, PCC, CPCC | | | One of the most common frustrations that I hear from my executive coaching clients often centers around the need for change and to remain a high performance organization even when to outsiders (and some insiders) there is a sense that the organization is doing very well. Jim Collins in his book Good to Great stated [...] | |
| | | leading in your skivvies | | | noreply@blogger.com (Pearl Mattenson, CPCC, ACC) | | | “At its core, naked service boils down to the ability of a service provider to be vulnerable—to embrace uncommon levels of humility, selflessness and transparency for the good of a client.” Lencioni’s latest book Getting Naked is written for and about consultants. And yet I can hardly think of a context in which the ideas of this book are not relevant. He claims that too many of us are hampered by three fears: Fear of losing the business (e.g. the family, the donor, the client, the grant) Fear of being embarrassed Fear of feeling inferior I want to share just two of the many practices Lencioni identifies in this book because they resonated with me and reflect the real challenges of many of my clients. Tell the Kind Truth Very often you see something that your client is missing. If you play it safe and keep it to yourself, you are not really serving the client. For example, you know that the fighting at home is making it impossible for the child to learn at school. Or you see that your key donor is working off of mistaken assumptions about her influence. Maybe a customer wants to purchase a product from you that will not really help them. In all these cases, it can feel risky to tell the truth. You could lose the client and anger the donor. Telling the kind truth is about stepping into that danger zone because you care about serving the client . You will want to do it with respect and with humility. And if you are willing to face the risk of losing, you may actually win a more loyal and trusted ally than you had to begin with. It is too rare for any of us to hear the truth—especially when it is a hard one. Ultimately we come to trust the people who level with us. Ask the Dumb Questions How many times have you sat in a meeting confused about something? And how many times have you been incredibly grateful when one brave soul asked the question you shied away from? This practice is about having the courage to ask the questions that you think might be obvious to everyone—yet they are not obvious to you. For example, your team is about to move forward on an ambitious plan. You have been adding up the numbers on the cost and it doesn’t seem to match the budget. Math isn’t your thing but still... A board member is taking over a new committee. You want to assume that your board chair has oriented this person to the goals and expectations but you haven’t heard any plans to that effect. Sometimes, it really will be a dumb question. So what? I would much rather we all overdraw our quota on dumb questions than let silence and complicity rule. Sometimes, it will be the question upon which everything turns. As always this book is a quick and entertaining read. If you are in a service business—read it with your whole staff and talk about which of these practices you already do well. Which could you incorporate more of? | |
| | | DERAILMENT: RERAILING LEADERS! | | | Bob Benwick, MSc. OD, MCC, PCC, CPCC | | | We received a call the other day from Tony, a CEO of a major oil and gas company, who shared with us that he was quite concerned about one of his key executives. He said that Frank had been recently promoted to replace a key member of the ELT (executive leadership team) who had retired about nine months [...] | |
| | | DERAILMENT: RERAILING LEADERS! | | | Bob Benwick, MSc. OD, MCC, PCC, CPCC | | | We received a call the other day from Tony, a CEO of a major oil and gas company, who shared with us that he was quite concerned about one of his key executives. He said that Frank had been recently promoted to replace a key member of the ELT (executive leadership team) who had retired about nine months [...] | |
| | | A Mid-Winter Pep Talk for Leaders | | | noreply@blogger.com (Pearl Mattenson, CPCC, ACC) | | | This month I focus on three recommendations I find myself giving over and over again. I feel strongly about these. You probably already know them; it might be time for a reminder. The conversations you avoid today are the fires you will be putting out tomorrow It’s so natural. We all do it. Avoid the hard conversations, that is. You see the issue clearly. You know you should start addressing it. But you don’t really want to deal with the fallout. You don’t want to be attacked. You don’t want to feel like you have just ruined someone’s day. You don’t want to discover that you may not be able to resolve this issue easily. I know; I have been there. So have most of my clients. This is why they have discovered the discipline of creating a list of the three conversations they need to have each week.If you don’t step away from the work; you’ll be trampled This is the hardest thing about doing work you are committed to. This is the hardest thing about working in an institution that desperately needs you and all you have to offer. This is the hardest thing about managing people. The demands are endless. There is never enough time. And the expectations are so high—from the people you serve, from your board, from yourself. You have to set limits. You have to take time to exercise, to have dinner with your family, to read a book or take a walk or do any number of things that have nothing to do with your work and happen from away from your office. Be yourself but don’t take it personally This is a little complicated and paradoxical but important. On the one hand, you need to show up at work and be as wholly and authentically you as you can be. Your values, your humor, your style—these are the tools of your success. And yet, when you are on the receiving end of criticism and complaints, when things go wrong and the buck stops with you—it is not a referendum on your worth as a human being! Absolutely check in with yourself and own responsibility if you messed up. That is not what I am talking about. If you are sucked into the vortex of self-recrimination (or worse: righteous indignation), you are not going to be responding in the best interest of the institution. If these practices are already part of your routine—hats off to you. Now teach them to others. If not, try them. Please? | |
| | | Who Is Getting Your Attention? | | | noreply@blogger.com (Pearl Mattenson, CPCC, ACC) | | | I recently finished reading The Power of Story by Jim Loehr. If you find that you are tired of hearing yourself explain your life with the same stories or you notice persistent patterns of not feeling engaged or inspired by the way you are living your life—this is a book to read.This month, I want to share a small excerpt from the book on a topic I feel passionate about: making sacred connections with others. (Yes, I used the word sacred. Yes I do know it is not generally used in professional settings.) Watch this 2 min. clip before reading on: Apparently Loehr often shows the original full clip of the show (which featured the child, Jeff Erlanger), to his workshop participants because of, “Mr. Rogers’ extraordinary gift for engagement—for how he can make the small space, the eighteen to twenty four inches, between him and the little boy as sacred as a shrine...” Loehr continues: Who in your life do you give that kind of attention to? At least some of the time? Who gets that eighteen inches of close-up intensity? What gets you to focus with that level of commitment, of reverence for the moment? Is there someone or something in your life so sacred that nothing and no one- not ringing phones, not errands, not ballgames in progress, not the news crawl at the bottom of the screen or the one always running through your head, not money or career concerns, not insignificant noises or images whizzing by—could possibly break your concentration? ...that’s a kind of focus we so rarely give to things now. Why is that? What’s the story we tell ourselves that prevents this from happening? Is our lack of full engagement just a stage in our life that will pass someday? Or is the story that life in the 21st century is too complicated? Or has it always been like this? Do we assert that technology is the culprit? Or do we blame the competitiveness of an increasingly global marketplace? Is our story that multi-tasking is necessary as never before?...Is our somewhat diluted attention really that big a deal? Absolutely. Because it’s not about time. It never was and never is. It’s about energy. As you read this, I will be packing for cherished vacation time with my family. Of course Loehr’s message is meant for me as much as for any of you. I continue to strive for living the story of sacred connection—join me? | |
| | | TRANSITIONING NEW ROLE SENIOR LEADERS: HOW CAN WE DO IT BETTER? | | | Bob Benwick, MSc. OD, MCC, PCC, CPCC | | | Any transition to a new role, while exciting and an acknowledgment of what the organization thinks of you, is a time of anxiety for every newly transitioning leader. A few of the common errors of a new role leader include trying to do too much too soon, failure to understand the de facto culture/sub-culture, [...] | |
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| | | | Coach Profile Spotlight | | | | | Marcia Dorfman | | | I love to work with busy professionals helping them get to the core of what matters so they can create work and life on their own terms. I help them articulate and focus on their goals, their priorities and their possibilities, as well as learn new ways to bring out the absolute best in themselves and others. | | | Full Profile & Contact Information... | |
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| | | | Donna Karlin | | | Internationally acclaimed Executive Leadership Coach, Donna Karlin has pioneered the specialized practice of Shadow Coaching® with global political, business and senior organizational leaders in the public and private sectors. | | | Full Profile & Contact Information... | |
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| | | Jeannie Campanelli | | | Jeannie Campanelli, Ed.D, CPCC, is deeply committed to sparking the hearts of people to experience an inner confidence - that sense of wholeness, aliveness, and serenity that comes from deeply knowing yourself, fully accepting the lightness and darkness of being human, and living freely by standing in your own truth. | | | Full Profile & Contact Information... | |
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| | | | Brett McBurnie | | | Brett McBurnie comes to coaching from a diverse and unique background. Born in Toronto in 1951, he attended school in East York and eventually went on to study Classical Studies (Greek and Latin); at the University of Toronto , with the purpose in mind of pursuing a general but well rounded education. | | | Full Profile & Contact Information... | |
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| | | | Pearl Mattenson, | | | Pearl’s clients become better leaders, and better people. They are better at having the real conversations that create results. They are better at moving their organization towards the changes they believe in. They are working more collaboratively and learning to thrive in teams and partnerships. | | | Full Profile & Contact Information... | |
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| | | Lowell Ann Fuglsang | | | Just drifting in your career? Could your career be more fulfilling? Is your career serving or consuming you? Take charge of your situation with the guidance of workstyle-lifestyle coach Lowell Ann Fuglsang. Enhance the quality of your career now. You deserve it! | | | Full Profile & Contact Information... | |
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