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.
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.
Leadership status puts a natural barrier between you and your employees. Learn how you can take steps to open the lines of communication.
Being approachable is generally perceived as a good thing, but let's also consider some other sides of the coin. A bit of professional distance is a good thing, especially when there are subordinate leaders who should have a chance at solving problems at the lowest possible levels. Leaders do NOT have to be the smartest people in the room, and they can admit that they are human.
Forbes Fear As A Management Technique Forbes Contemporary management and leadership theory focuses on consensus, collaboration – the democratic “flat” style – rather than the top-down , “do as I say” style.
There is a place and time for almost every leadership style. The trick is matching the style to the needs of the followers and demands of the situation. Machiavelli famously noted that it is better to be feared than loved, but let's note that his observations were made at a very different time and context. As a young soldier I was told by some very intimidating noncommissioned officers exactly what to do and when. That was during training to engage in parachute operations and it was the right approach for that audience and context. It was rule by fear and it worked quite well.
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 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.
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