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
Authority and need
Sandra was worried about her authority. As an individual contributor she’d been a standout; now she was going to lead a team, and she wanted to be a great team leader. She was grateful for the opportunity to discuss her worries with a coach. Authority was our topic of the day. More
Not tuned in
My friend and colleague, Mindy Danna, and I were talking about our coaching practices. So much of our work revolves around thinking deeply about the people we coach, it’s helpful to have a thought partner. More
“She just won’t speak up,” Julie said. “I’ve been giving her the feedback, Tom. I promise you, I have. But she says things like, ‘I don’t want to step over a line,’ or ‘I don’t want to make a big deal of it,’ whatever the ‘it’ of the moment is.” More
Inhabiting new behaviors
Jenna was not pleased. She’d been expecting a promotion to vice-president but the committee said she didn’t feel like a VP yet. The committee, recognizing Jenna as a rising star, said they would promote her … as soon as she developed more executive presence. More
Consequences of a hijacking
Kimberly lowered her eyes and spoke quietly. “I didn’t like myself very much at that point.”
I said nothing.
“The minute I got back to my office, I knew I shouldn’t have said what I said. I can’t believe I thought, even for a minute, that Max didn’t have my best interest at heart. Of course he did. He always does.” She shook her head slowly and blew out a big breath. More
The danger in questions
Carla, Nathan and Lester were part of a leadership development cohort. These three high-potential employees, who had never worked together before, had to co-manage a joint project over the course of a year. The conclusion of the project needed to be a business recommendation presented to the CEO and the entire senior staff. More
Blocks against hard talks
Danielle was reluctant to broach the elephant in the room with her boss, Kerry.
Weeks ago, Kerry had offered her a substantial change in position. The benefits attached to this offer were significant, but there were downsides, too. It would mean leaving her international post, which she adored. And she would have to take on more management functions and have fewer leadership functions. She was torn. More
Conflict is good – except when it’s not
Sirhan was giving me an update about his team. I had coached Sirhan almost two years earlier and we’d stayed in touch.
One major change he’d implemented as a result of our work was a makeover of his team’s meetings. This new way of meeting had generated many effective behaviors. But one area had been bumpy: how team members fought with each other. He was telling me about that now. More
“Death by Meeting”
Sirhan’s global management team was relatively new. Since forming just over a year ago, they’d come together three times. I’d facilitated each of the events. Sirhan and I agreed that the team was made up of whip-smart individuals who weren’t yet working together as a leadership team. More