Executive Coaching Growth
Provide information on the growth and depth of executive coaching around the world
Curated by Ron McIntyre
You can’t touch it, or smell it, or taste it. But you know it’s there.
It’s like a feeling, an energy, something that moves you to act without predetermination or intention.
And no, it’s not your favorite Beatles song, making you tap your foot to the rhythm like a puppet on a string. We’re talking about something far more powerful, and slightly more constructive.
We’re talking, of course, about organizational culture.
Initially sidelined as a ‘wishy-washy HR concept’, organizational culture has earned its recognition as one of the most influential assets an organization can possess today.
A unique, immeasurable combination of the shared intellect, informal habits, attitudes and knowledge that shape how you do business. Like an invisible perfume scenting every team, process, and task.
And because it’s intangible, organizational culture is one of the few assets that are inimitable. Unlike technologies, ideas, and skills, which are frequently copied by the competition, this asset remains unique to the business in which it lives. A key competitive advantage.
Sounds great, doesn’t it?
Good insights but must be supported.
CCL’s study of leadership development program alumni found the degree of support from participants’ bosses for their development activities made a significant impact on several outcomes. Selfawareness, leadership capability, leadership effectiveness, and engagement were
all significantly improved when participants had the support of their bosses.
For organizations investing in the development of their people—whether individual contributors or c-suite executives—this research means that participant engagement with a leadership development program is not the only factor influencing outcomes. Maximizing the value of leadership development initiatives requires organizations and their training and development partners to constructively engage bosses as well as participants.
This has important implications for individual leadership development program design as well as broader organizational and leadership development efforts. Companies are increasingly requiring a clear return on investment from leadership development programs and looking for ways to ensure such initiatives have a sustained impact. Engaging bosses is a key ingredient in that effort.
Title says it all because it is true.
Take a moment and ask yourself these 2 questions:
One, do you believe you have more potential than your current performance level?
And two, if yes, what’s the cost of opportunity of not using that potential more often?
If you think like the overwhelming majority of the 200 senior executives I spoke to at a recent conference, then you answered yes to the first question, and a lot of money and time for the second.
This is problematic on a variety of fronts, and coaching has proved to be one of the best means of addressing this. Coaching is a business imperative, not a nice perk. It helps leaders and talent achieve their personal best, to swiftly adjust to the demands of their environment, and to expand their personal level of impact.
If you lead a human resources department, you need to think about how you can create a culture of coaching that will better enable your organization to reach its potential.
Wow, I wish it were that easy. Coaching is relational with some layers of transactional but this describes it as all transactional.
Because of overuse...or, more likely, because they make you sound too cool for the room.
I am always fascinated with articles that decries words not to use or buzz words. The writer always focuses on the word but never offers alternatives that would be better. My 2 cents.
Self-driving cars may be coming right around the corner. Soon we will be able to sit back and relax during travel while super-computers get us around.
Interesting predictions, but in my mind the regulators will still hold the final say as to when we will see this in action.
Leadership development is slowly becoming like late night TV ads. Over the past few weeks, I get these notifications of leadership development seminars that promise to make you a terrific and dynamic leader: “Become an effective leader if you do these 5 things” “Leadership training to become the leader of tomorrow.” If it
So true. Often overlooked.
Note: This is the second of three articles dealing with managing performance and compensation in the post-ratings organization. Monday's article discussed the broad issues raised when ratings are eliminated. Wednesday, the final article discusses ratings distribution. ———— Often, when bonuses or long-term incentives are distributed, complaints about “budget bottlenecks” can be observed. In
Valid point worth discussion.
William Parris, host on Legitimate Matters interviews Carl Gould, a business growth entrepreneur who advises organizations to get to the next level. He ha
Totally agree with this list.
People of all races and ages are susceptible to negative workplace culture. Is your office doing everything it can to curb it?
What do you think?
Clearly, the literature that covers how to build a great culture is endless and evolves all the time. In my mind, however, there is always a start and having this behaviors engrained in the team or the company is a critical start of something great. That’s beyond product, skills, or separate teams within an organization. Or the strategy that defines its vision. After all, ‘Culture eats strategy for breakfast.’
It’s an ego boost to sit in the power chair and see heads turn in your direction. You enjoy it. You come to expect it.
The beginning of the leadership journey is about getting heads turning in your direction. As time passes, you see that leadership is about turning heads toward each other.
What do you think?
Over the years there have been hundreds of academic studies that correlate high trust to profitability, yet organizations continue to take trust for granted. It is viewed as a soft intangible or ignored altogether until a crisis hits the organization. Then leaders talk about rebuilding trust when it never really existed in the first place. Trust is a measurable asset. After eight years of collecting data in a systematic way, we are seeing that the most trustworthy companies are also the most profitable.
In low-trust companies, decisions take longer, innovation is slower, employee engagement is low and turnover is higher. All of these “costs” impede profitability in the long term. Being untrustworthy means that resources are being wasted and squandered. Sometimes companies that are less trustworthy are successful in the short term, but this success may be short lived.
Despite proof that trust is a tangible and measurable key performance indicator, it is rare for companies to practice it as an intentional business strategy. But there are exceptions. Instead of trying to build trust, some leaders live it. An example would be Howard Schultz. Is Starbucks perfect? No, but it’s one of the most trustworthy companies in our FACTS Framework. Howard not only talks about the value of trust, but almost every leadership action reflects his own values and the corporate culture he has created.
Too often overlooked today. Trust is considered optional.
What do you think?
It comes down to workers having the right tools and using them well.
This article is a year old but the underlying analysis is still true. What will it take to set some of these in motion?
88 percent of employees who participated in the 2016 SHRM Employee Job Satisfaction and Engagement Survey, indicated that they were satisfied with their current job. This marks the highest level of satisfaction over the past ten years.
Although there are many reasons that contributed to this statistic, "respectful treatment of employees at all levels" was at the top of the list for the second year in a row. It even beat out major players like pay, benefits and job security. (Did anyone else start singing a little Aretha Franklin?)
I'm not sure why I was surprised by this stat. It makes sense that if you're spending the majority of your waking hours somewhere that interpersonal relationships and culture would be important. It's also no surprise that when the participants were specifically asked about engagement, 77 percent indicated "relationships with their co-workers" was the most important. Let's take a look at how you can cultivate the two biggest factors of employee happiness at work.
Seems to contradict Gallup Data. The issue is that we are suffering from survey fatigue and data blindness.
Over the past several months, Uber has been hit with a rash of serious issues. Its corporate culture is not only deleterious it seems rather toxic. It dawned on me that the issues that have sprouted up may be connected and in particular they may be related to Kalanick's own misunderstanding of who he is and how he rolls.
I am finding that disruption often leads to ego problems then turmoil when growth is rapid. Can be healthy when done correctly.
Culture is a buzzword in the business world, because people are learning that having a great staff culture is extremely valuable and beneficial to the long-term health o
It’s time we stop thinking like customers and start thinking like the innovative entrepreneurs we are. It's time to disrupt!
Some thoughts on finding which industries are ripe for disruption.
Looking beyond the latest Internet fads, such as content marketing, app development and professional life coaching.
What do you think? I agree with the 5 here but there are others.
You might think that trolling on the internet is done by a small, vocal minority of sociopaths. But what if all trolls aren’t born trolls? What if they are ordinary people like you and me?
Did you realize that social media trolling is a choice? We have the choice to follow the trolling process or we can lead out of trolling. I favor the latter, thank you.
Here's Why Leadership Skills Are So Important in Business. Number 1: A Business Becomes Financially Stronger. Read more.
Depends on which ones you are talking about!
Workplace employee engagement is a hot topic. Open any human resources publication and you’ll find countless articles on making work fun, motivational and results-oriented. No matter what the individual strategies are to achieve that, the connection people feel to the business values and whether t
What do you think?