A free, searchable archive of Executive Coaching Tips to help you be perceived in the workplace the way you want to be perceived.
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
A dithering executive
Dena paused over her salad. We had known each other many years. As an HR leader, she had coordinated the coaching engagements I’d done in her division. She’d invited me to lunch to talk about an exec I’d heard a lot about but never met: Richard. More
A team needing development
Jason looked surprisingly young for someone who’d been with the company almost 20 years. He bounced up to greet me and I wondered if he’d started as a teenager in the mailroom. Now he was the global vice-president of a department. More
A dangerous loose cannon
Phil was a surprising choice to lead a worldwide division. A thin, rather elegant man, he was known to be conflict averse. He was three years into his role, and I wondered how he fared among his peers, all of whom were experienced turf fighters. More
A strong baseline
During her coaching, Riley and I worked to develop her executive presence. She was a determined learner and had made strides that were already getting noticed. More
Crossing the conversational bridge
Sergei attacked the task of becoming a corporate executive the way he attacked anything new: with rigorous scientific curiosity.
An M.D. with two PhDs, Sergei had started a chemical company that a pharmaceutical giant had bought. Now, under contract to that corporation, Sergei was determined to succeed as an executive. It wasn’t always coming easily. More