When You Have Two Bosses

RHR International's Paul C. Winum, Senior Partner, Practice Leader Co-Head, Board & CEO Services, is featured in the Wall Street Journal article, "When You Have Two Bosses." 

"An acquisitions executive at a commercial real-estate company sought the assistance of its president, a longtime acquaintance, after her superiors disagreed over performance expectations for her in 2019. The idea came from her coach Paul Winum, a senior partner of RHR International LLP, a leadership-development firm. One boss, the head of sales, wanted her to get big, complex deals that wouldn’t pay off soon. Her other supervisor favored smaller acquisitions that would rapidly enlarge the company’s portfolio of acquired real estate, which he oversaw.

The Diversity, Equity, and Inclusion Leader: Scaling Leadership in Real Time

At the very end of May, I had the opportunity to engage with a group of diversity, equity, and inclusion (DEI) leaders from across the country. This regular community call is a chance for them to stay in conversation on what is shifting and changing for their work given the pandemic. My role was a simple one; it was to share some of my observations as a leadership development and change management expert.

Do You Want to Accelerate Your Organization’s D&I Journey? Try the Three C’s

We believe diversity and inclusion should be a journey of the heart but has been overly fought with the power of the mind instead. What does that mean? Generally, organizations follow a distinct and predictable path. The first stage focuses on bringing the conversation to the table, creating space for discussion, and perhaps kicking off initiatives and investing resources.

Mastering Oscillation: How Peak Performance in Sports and Business Are Related

Witnessing some of the greatest athletes of all time perform at their very best late into their careers should give all of us pause. How do Roger Federer, Serena Williams, and LeBron James—each one achieving Greatest Of All Time (G.O.A.T.) status—maintain the stamina, mental focus, physical prowess, and passion for their sport well into their late 30s, when most others have retired their number and hung up their sneakers?

Leadership Model: the Default Perspective

By the time most executives reach the C-suite, they have received dozens of performance reviews and undergone at least a handful of 360-degree feedback processes. Over the years, as each of these review or feedback documents has been handed to them, they’ve gotten into the habit of skimming the first page, flipping past the “Strengths” section, and obsessing unhealthily over the comments in the section titled “Opportunities” or “Challenges.”

Career Transitions: Tips for a Fast Start

One of the most difficult career transitions occurs when you have been a long-term employee of one company and are leaving to move to a new job. The emotions surrounding the transition represent a mixture of excitement and trepidation, coupled with a profound sense of loss. Transitioning executives are energized by the challenges and learning that the new environment will bring but can face a crisis of competence in adjusting to a new culture with a novel set of success factors.

Are You Getting the Most from Action Learning? Five Questions To Ask

There are many good reasons to consider using action learning as part of your leadership development approach. Building on the work of Kurt Lewin, Reg Revans, and others, action learning is based on solid science of adult learning. It has been embraced by organizations around the world and is used in prominent executive development leadership programs.

What Anonymous Advice Would You Give to Your CEO?

What do those who work the closest with CEOs, those on their senior teams, really want their leader to change? We analyzed feedback from 174 C-suite level executives from 40 different organizations gathered between 2015–2018 as part of RHR’s Senior Team Effectiveness Survey. We found that when given the opportunity to provide anonymous feedback to their bosses, members of the top team focused the most on the following advice: (1) be more transparent, (2) help us stay focused, (3) hold us accountable, (4) spend more time coaching and developing us, and (5) be decisive.

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