Podcast Library

A missed promotion prompts a leader to complain to her CEO. The CEO responds by getting her a coach, which results in explorations of authenticity, self-awareness and self-management.

As the words were leaving her mouth, a leader knew they didn’t reflect her true feelings. Later, she talked with her coach and learned seven steps for gaining mastery over runaway emotions.

A leader is given a presentation coach and two goals: ‘tell a better story’ and ‘be more responsive in the moment.’ This episode is the coaching conversation about the second goal: be responsive in the moment.

A leader is given a presentation coach and two goals: ‘tell a better story’ and ‘be more responsive in the moment.’ This episode is the coaching conversation about telling a better story. 

Worried that working remotely has disconnected her team, a leader asks her coach for help and learns a powerful tool.

A no-nonsense leader is asked to add coaching to her list of duties. She turns to the coach who coached her for a quick immersion course. 

Frustrated at not showing up the way she wants to, a leader, in conversation with her coach, explores ways to integrate her values into her behavior.

A leader feels she lacks courage. She engages her coach in a conversation about how to use self-awareness and self-management as tools to help her become a little bolder.

Self-awareness, like any muscle, can be built through discipline. In this episode, a leader low on self-awareness learns two exercises to help her become aware of her thoughts and feelings.

A new leader worries she’ll have to become a dictator in order to accomplish the company’s goals. She and her coach explore the challenges inherent in trying to be a truly democratic leader.

A leader, initially described as clueless to his coach, confronts a hard truth about himself. In the process, he gains a four-step tool to guide him through tough conversations.

A leader, striving to overcome his natural barriers to receiving feedback, learns that there are actually three distinct kinds of feedback. He discovers that the categories make feedback feel less personal.