Managing Power at The Top

I remember one of my first CEO coaching assignments. The executive was accomplished but overly confident. Pondering how to make an impact with him, I called a mentor who had advised CEOs for more than 30 years. He suggested helping the CEO “figure out how to manage all that power.” At that time, I thought the comment was interesting, but I did not fully understand the magnitude of the advice being shared with me until later.

The Power of Storytelling for Leaders

We often do an exercise with leaders called Moments that Matter. It’s simple and yet remarkably powerful in shifting how people interact with one another. Throughout the experience, leaders have an opportunity to do two things. First, they take the time to reflect on their lives in a way that makes them pause and ask: Who am I? Why am I this way? In a world where the opportunity to connect with who we are is limited, it is a lovely reminder that there are reasons why we get up every day and reasons why we lead and engage with others the way we do.

Foolish Things Leaders Do

Over the weekend, we celebrated a very important holiday on everyone's calendar: April Fools’ Day.  In honor of the season, here are some foolish things we’ve seen even the savviest leaders do. We know you’re no fool. You’re insightful and decisive. You blow away your quarterly goals while keeping your company well positioned for the next few decades. Your team loves you, and you are a snappy dresser. So fill up that Best Boss Ever mug and read on, thinking about people you know who may need this advice.

Banking Feedback

What’s Your Story? Resilience and the Importance of Recovery

Is your organization going through some kind of transformation? Chances are, the answer to that question is yes. And if not a transformation, there is likely to be significant disruption happening in your industry requiring you and your company to respond. These circumstances put a lot of demands on executives and their teams.

Getting Up to Speed: First 30–90 Days of an Executive’s New Function

Quite often, highly regarded, high-functioning, effective executives are given additional responsibilities, or their roles get expanded. Whether this is long anticipated or unforeseen, executives who want to enhance their ability to make an impact and add value need to act prudently in the first three months of their new role or function. This is when the foundation gets laid for future success.

Thought Bubbles from Unproductive Senior Team Meetings

There’s that old line, “You’re not paranoid, people really are talking about you behind your back.” If you’re leading a senior team, that’s certainly the case. Once you’re the boss, human nature being what it is, your behavior becomes subject to a heightened level of scrutiny and water cooler conversation. Few dimensions of leadership behavior spawn more arm chair (office chair?) analysis than the way a senior leader conducts meetings. So, yes, they are talking about how you lead in meetings, and yes, suck it up—it’s why you make the bigger bucks.

World-Class Performance:  Resourcing Your Team

The biggest barrier to resourcing the executive team to get to the next level is a “scarcity mentality.” Doing more with less can, as a blanket policy, lead to under-appreciating exactly those areas that need more resources on the team. The most frequent mistake we see new CEOs make is staying in their comfort zone when designing their team. They fail to give themselves permission to create whatever structure they need, be that one team or five teams at the top, depending on what is required to solve the toughest strategic, operational, and organizational problems.

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