A free, searchable archive of Executive Coaching Tips to help you be perceived in the workplace the way you want to be perceived.
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
Elizabeth had my full attention.
She and I were in a conference room in Los Angeles. On speakerphone from Chicago was her boss, Joe. The purpose of the conversation was for Joe to talk about his goals for Elizabeth’s coaching. He’d said exactly what we’d expected him to say. More
Bested by her junior
Jillian was frustrated.
“I should be able to handle her better by now,” she groused. “I’ve been dealing with Doris since my first day here and that’s almost ten years. And then I see this, this, I don’t know, this kid just ease her out of one of her moods. Whatever he’s drinking, I want some.” More
A bonus episode!
Tom shares email exchanges he had with two podcast listeners. One exchange is about handling people who interrupt presentations. The other is about defining tasks and responsibilities when they’re not defined for you. More
“Tell us about yourself!”
Desmond was competing for a senior executive position. We had spent the first several coaching sessions mapping his political landscape. Now we turned our attention to the interview.
“Will everyone in there know you?” I asked. More
Delta ≠ bad
Nathaniel and I were building an agenda for his team’s three-day retreat.
Working with Nathaniel was a blast. He was curious, smart and undefended. He seemed willing to hear anything. Well, almost anything. He wasn’t willing to hear about scheduling concrete activities for the mornings of days two and three. More
Taming The Beast
Gerald admitted the incident had happened. He admitted he had tossed a marker towards someone in a meeting. He understood why she thought it had been hostile. More
“You’re not a business coach,” Charlotte stated, looking at me squarely. Was there a challenge in her statement? I wasn’t sure. More
Charlotte over the horizon
Charlotte had been the president of a consumer goods company for just over a year. Her appointment had been a surprise because she had no experience in the consumer goods sector. Once installed, she’d ruffled feathers by being relentless about revenue and tough on people. In the sixteen months she’d been in place, longtime executives had resigned and junior people were polishing their resumes. More