Barking management Reiko and I were exploring the differences between leadership and management. During our conversation, she had wondered whether the two actually sound different. I said to her, “You seem pretty comfortable in both camps, Reiko. Does your version of leadership sound different from your version of management?”
Which is which? Reiko had leapfrogged her colleagues. Now, while still leading her large group of accountants, she was going to become the CFO of a division as well. Her boss, a huge supporter, got her coaching so she could step boldly into her new role while still juggling the old one.
‘Conflict House’ Ashley wanted coaching on how to argue. I had told her about a concept I call “Conflict House,” a place where people with conflicts have to go if they want to resolve their conflicts. Whether an argument is large or small, whether it goes well or is a disaster, every conflict happens inside …
A house with two doors Ashley was fed up with two of her direct reports. A bubble of anger between the pair seemed in constant danger of exploding. Their conflict had impacted productivity and quality, and she wanted it to end. I asked how each direct report approached conflict.
Losing his touch Patricio came to me with a worry. He’d been holding this worry in the back of his mind for a long time, but a recent incident pushed it forward.
Boss as coach Laurel was no-nonsense. Whether talking about her kids or her enormous workload, Laurel cut to the chase. With Laurel, there was no drama. The goal for my coaching with her, perhaps unsurprisingly, had been to “warm her up.” And we did! That was two years ago. She’d risen quickly since then. Recently, …
Wielding intelligence as a weapon Martin’s coaching was triggered when a peer named Maribel filed a complaint filed against him. As a result of our first coaching conversation, he’d gone back to Maribel and asked for more feedback. One message Martin heard loudly from her was, “You make me feel stupid.”
Building an executive Courtney, an old friend and fellow executive coach, was exploring an interesting topic with one of her clients, a woman named Divya. During their coaching conversations, Divya had wondered what it actually meant to be executive. She wondered, if you took away her company’s culture and quirks, what traits do great executives …
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 …
Danger in connections Amit was uneasy. He had read article after article saying that, during the pandemic, managers need to connect with their people now more than ever. The articles were urging managers to ask about people’s lives, show interest in them, not just as workers, but as people, to create personal connections.
