Perception – How You Perceive Yourself

Staying Afloat in a Shitstorm

Calm in the Storm Rana had reason to be upset.  Her reputation for making large-scale sales was well-known. She’d been hired by a company and placed on a division leadership team that had been together for years – in some cases, decades. That leadership team, which included women, had no interest in welcoming this outsider …

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How Leaders Can ‘Play Better Poker’

A missed promotion Ritu had expected a promotion. Not only did she not get promoted, but a peer, whom Ritu thought a much less effective leader, did get promoted. Ritu complained to her boss, the CEO, Delwin.

How To Build Self-Awareness

Leader in denial Chin Sun seemed unable to recognize her own feelings. This was apparent during our coaching when she spoke about her boss, Martina. Managing up was a major goal Chin Sun had for herself through the coaching, so we talked about Martina a lot.

Unblocking Feedback

Shrinking your blind spot Martin was disruptive. There was a long history of complaints against him. After the most recent grievance meeting, he was “given” a coach: me. The fact that people were upset with him was something Martin knew the way a reckless driver, seeing chaos in his rearview mirror, wonders how all THAT …

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Blind Spots

Unheard feedback Martin was described to me as clueless yet gifted. In my mind, he fell in the category of leaders too talented to lose but too troublesome to keep. Because his expertise was unique, Martin had been with the company a long time. Complaints about him stretched back years. Any people reporting to him …

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Style Conversations

Confrontation anxiety Estifania was thirty days into leading a large division of scientists and doctors. We were discussing her direct reports. In general, she seemed pleased. “Except for Michael,” she said. “He’s already pressuring me to re-organize the division. Ha! I barely know where the bathroom is! As if I’m ready to think about a …

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The Intentional Leader

This month’s coaching conversation includes a leader’s story about being buoyed by her team. She and Tom also swap answers to a favorite question of her team’s: “How’re ya coping?” 

Thinking Errors

“She should have known better!” Jodi was a people-centered leader. She based her decision making on her values. Depending on the situation, her values might align with the consumer or the company, with the employee or the corporation. People didn’t view her as inconsistent, rather they experienced her as a weather vane continuously pointing in …

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