Whenever we experience a strong emotional response it is appropriate to question why our buttons are being pushed. What does the behavior represent to us that causes such a reaction? There's some self-awareness work to be done around that question.
The goal of most executive coaching and leadership development is behavior change—help the individual identify and change the behaviors that are getting in the way of, and reinforce the behaviors associated with, effective leadership.
Is there someone on your team who you’d like to coach, but resists your help? A high-performer who could reach further? A hard-worker who could grow faster? The best managers know to coach their employees, but what if someone doesn’t want your help?
The emergence of executive coaching as a developmental practice is a relatively new and sometimes controversial phenomenon. A lot of good can come from coaching interaction as long as coaches restrict their practice appropriately and do not attempt to practice psychotherapy or mental health counseling-- areas that require extensive training and licensure.
When the CEO of one of the nation’s largest pharmacy chains announced that the company would stop selling tobacco products in its 7,700 drug stores, he made headline news and set a powerful example for others to follow.
The federal workforce is shrinking, as more and more employees leave government and the rate of hiring declines. Unfortunately, this also comes at a time when the demands upon government are growing.
I am increasingly convinced that there needs to be a shift from personnel management to talent management. Many federal personnel systems are slow, bureaucratically hamstrung, and difficulty to work with. A desire to attract and retain the best and brightest should drive some serious review.
Jean Lipman-Blumen is a wonderful person and a world-class scholar. This interview was part of a graduate course where the students prepared the questions and introductions while I played the host. They read her work before the class. We later turned off the lights and camera and engaged in a wonderful dialogue.
An administrator examines the war colleges and the joint professional military education institutions and calls on the schools to employ the optimal mix of military and civilian faculty to encourage the rise of new thinking in vital areas and...
This was my attempt to provide some additional perspective to the debate about the relevancy and effectiveness of the war colleges. I wanted to share some insights from having been a student and faculty member in the system of professional military education as well as a faculty member and administrator in non-military settings. I hope it provokes some discussion, especially with regard to policies and procedures relating to the faculty.
Here's a nice summary of some of my thoughts on Toxic Leadership by my friend and ace San Diego Fire Chief, Brian Fennessy. I think he knows my work better than I do. I love it when insights like these cross contexts.
In her book Toxic Leaders: When Organizations Go Bad, Marcia Whicker describes toxic leaders as “maladjusted, malcontent, and often malevolent, even malicious. They glory in turf protection, fighting, and controlling rather than uplifting ...
Innate systems intelligence is present from our very early years. If nurtured, it can develop to surprising scope and depth in older students.But the key to this progression is offering (Systems thinking is fundamental.