A free, searchable archive of Executive Coaching Tips to help you be perceived in the workplace the way you want to be perceived.
Executive Coaching Tip
Ashley wanted coaching on how to argue.
I had told her about a concept I call “Conflict House,” a place where people with conflicts have to go if they want to resolve their conflicts. Whether an argument is large or small, whether it goes well or is a disaster, every conflict happens inside Conflict House. More
A house with two doors
Ashley was fed up with two of her direct reports. A bubble of anger between the pair seemed in constant danger of exploding. Their conflict had impacted productivity and quality, and she wanted it to end.
I asked how each direct report approached conflict. More
Balancing tasks and relationships
Bennett was a Brit working in Kuwait. He was enjoying living overseas and found the work to be a healthy stretch. He led a team of four and reported to a guy named Sabah who Bennett said was terrific.
During our video-link coaching conversations, Bennett and I had spent a lot of time discussing trust. He was concerned that, because he was a foreigner, certain bridges were closed off to him and others were completely hidden. He was eager to deepen the trust with his boss and his direct reports. More
What role are you playing?
Miranda was a well-known creative artist when a global entertainment company hired her as a creative director. Her transition from artist to executive had been received with warm, if not full-throated, reviews. More
Caroline, in London, wanted to know what to do with her body.
Caroline was one of eight division heads who would speak at the company’s annual global management meeting. The CEO told them they each would talk for eighteen minutes – just like a TED Talk. And, she said, she wanted each talk to be as riveting as an actual TED Talk. More
Dorothy was two years into her role as CEO of a global business services company. She wanted this year’s global management meeting to be engaging and lively. She told her division heads they all needed to talk about their divisions as if they were giving TED Talks. Each person’s eighteen minutes needed to be riveting, she told them. More
Changing your broadcast channel
Kevin was proud of having been an engineer. Now that he was a corporate vice-president, he saw his technical background as a major asset. His colleagues disagreed.
“Shut him up!” someone wrote in the feedback report I’d created for him. While that was the bluntest comment in the report, it was not unusual. People desperately wanted Kevin to talk shorter. More
Tom exchanges emails with two listeners. One exchange addresses issues of personal boundaries in the workplace; the other addresses scarcity and abundance. More
One big idea
Kurt was a little freaked out.
“I don’t mind talking in front of groups,” he told me during our coaching session. “I actually enjoy presenting at these annual global meetings. But I don’t know what she means when she says she wants us to talk about our groups as if we were giving a TED Talk.” More