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Leadership Fear of Failure

Of all the challenges leaders face, none is more pervasive yet hidden than fear of failure. Leadership is a tough job that requires courage. Doubts, insecurities and fears make organizational challenges more difficult and, in extreme cases, insurmountable. No matter how confident you may appear, anxiety can occur at pivotal times in your career.

Fearful leaders can debilitate their organizations’ ability to function, compromising productivity, decision-making, strategic thinking and employee management. They’re likely to experience issues in their personal lives, as well.

Fear of failure can sometimes be suppressed, but when this proves impossible, you can no longer ignore it.

Recognize the Signs

Fear of failure has several telltale—and observable—signs. You’re likely to set your ambitions too low or too high, explains entrepreneurship expert Robert Kelsey, author of What’s Stopping You?: Why Smart People Don’t Always Reach Their Potential and How You Can (Capstone, 2012).

Goals set too low reflect a lack of self-confidence and a fear of achieving normal benchmarks, he explains in a 2012 CNN.com article. Conversely, goals set too high serve as a mask for your insecurities. Failure is expected, as no one could possibly achieve these targets—which means there shouldn’t be any criticism.

A second sign of fear of failure is a tendency to procrastinate. If you can put off achieving a goal, you can also delay the dreaded failure. Look for unfounded hesitancy, second-guessing and finding “reasons” to delay or alter plans.

Other signs of fear of failure include:

·      A consistent pattern of indecision

·      Anxiety over risks or change

·      An excessive desire or attempt to control circumstances

·      An inability to delegate or trust others to perform tasks “correctly”

·      Perfectionism (often leading to micromanagement)

The Causes

A childhood history of pain or suffering can lead you to anticipate the worst and expect negative outcomes. Growing up around fearful people also plays a role, as does a lack of positive adult role models. Children in these environments struggle to learn optimism and perseverance.

Traumatic experiences framed by failure can train your mind to distrust life in general. Past humiliations and rejections can scar one’s spirit to the point of dismay and fear.

Placing too high a value on a specific goal transforms it into an unrealistic objective. This can distort reality to the point of obsession and magnify the possibility of failure.

Perspective Is Everything

While fear may not be completely eliminated, it can be overcome, Kelsey notes. A major shift in perspective is required.

Begin by recognizing that no one is immune to failure. Coming to grips with fear, understanding that it’s real and knowing if it’s affecting your leadership (and life) are steps in the right direction.

But many fears are unhealthy, including the fear of failure. It’s perfectly OK—and, in fact, advisable—to name it for what it is and devise strategies for dealing with it. It’s admirable to watch someone admit a fear and make the decision to address it. It’s painful to watch someone deny or hide behind a fear, allowing it to take over. Such fears are seldom secret. 

Another positive shift in perspective is recognizing that people survive failures all the time. Failure is really not the black cloud some believe it to be. It’s rarely the final blow. Life goes on. If you worry about other people judging you, your fears are likely overblown. Everyone has experienced failure at one time or another, so it tends to make us less critical of others.

Failure actually has intrinsic benefits. We learn and grow through failing. Wisdom, work ethic, strength and self-improvement are seldom attributable to a continued string of successes. There’s no better way to discover your strengths and weaknesses than through failure’s lessons. People admire humility and openness, which engender trust.

Fear: Name It, Claim It, Reframe It

Several process-oriented changes can lessen the effects of failure or reduce its likelihood. In general, conquering fear is a process of naming it, claiming it and reframing it.

·      Assess the possible outcomes of a given situation. Make a list of the general causes and probabilities of each outcome. Most of the time, the likelihood of success is greater than that of failure if you apply your best planning and management efforts.

·      Recall past experiences where positive outcomes occurred in situations where failure was possible. A track record of positive results is not an accident. You devised plans and allocated resources that set you up for success. Sometimes, a fear of failure leads you to believe that doom is a random, come-out-of-nowhere strike of fate. In most cases, however, several unfortunate missteps must occur to generate a bona fide failure. Even if this sequence is initiated, you can make adjustments to counter it.

·      Reflect on colleagues’ experiences. Even when failure hit them, did it do them in? Not likely. They kept going, adjusting, learning, growing and getting better at their jobs.

·      Focus on the journey instead of fixating on the destination. We usually experience achievement in incremental steps, as we plan, adjust, correct and celebrate. Individual steps are easier to grasp and foresee, and failure is less likely as this process plays out. If failure becomes a concern, handle it incrementally, as well.

 

·      Set smaller, achievable goals to build confidence and moderate risks. Raise the bar gradually to enhance self-assurance. Emphasize the positive aspects of each step, while correcting or adjusting, to minimize the negative aspects. Choose your areas of focus.

·      Ask for help or advice, when necessary. You’ll feel more secure when trusted colleagues, mentors or coaches offer input and guidance. There’s no need to go it alone.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

Categories: 

The Challenges of Leadership: Fear of Failure

Category: 

Leadership Challenges

 

Of all the challenges leaders face, none is more pervasive yet hidden than fear of failure.

“Only those who dare to fail greatly can ever achieve greatly.” – Robert F. Kennedy

Leadership is a tough job that requires courage. Doubts, insecurities and fears make organizational challenges more difficult and, in extreme cases, insurmountable. No matter how confident you may appear, anxiety can occur at pivotal times in your career.

Fears are normal emotions that emerge in times of crisis. It’s been said that courage has no benchmark unless one grasps the reality of fear. Fears are real, often strong and quite disruptive, but your response to them defines your leadership hardiness.

Fearful leaders can debilitate their organizations’ ability to function, compromising productivity, decision-making, strategic thinking and employee management. They’re likely to experience issues in their personal lives, as well.

Organizations rely on their leaders to set a vision; provide direction; and implement plans that instill trust, confidence and the performance needed to meet desired goals. Leaders must possess strength and determination to face these challenges and overcome barriers on the way to success.

The task of managing people, with their various motivations, strengths and weaknesses, can prove daunting. Organizational dynamics, rapidly changing markets and tough competition only add to leaders’ challenges.

Even heroes have fears, to some degree. But they do what’s required despite their fears, ultimately becoming stronger in the process.

Fear of failure can sometimes be suppressed, but when this proves impossible, you can no longer ignore it. You must deal with it.

Recognize the Signs

Fear of failure has several telltale—and observable—signs. You’re likely to set your ambitions too low or too high, explains entrepreneurship expert Robert Kelsey, author of What’s Stopping You?: Why Smart People Don’t Always Reach Their Potential and How You Can (Capstone, 2012).

Goals set too low reflect a lack of self-confidence and a fear of achieving normal benchmarks, he explains in a 2012 CNN.com article.

Conversely, goals set too high serve as a mask for your insecurities. Failure is expected, as no one could possibly achieve these targets—which means there shouldn’t be any criticism. Liken it to an attempt to swim the English Channel in rough seas: No one is expected to accomplish it, so we bestow admiration on those who try, yet fail.

A second sign of fear of failure is a tendency to procrastinate as an avoidance tactic. If you can put off achieving a goal, you can also delay the dreaded failure. Look for unfounded hesitancy, second-guessing and finding “reasons” to delay or alter plans.

University of Ottawa psychologist Timothy Pychyl describes research that shows a direct inverse correlation between people’s sense of autonomy, competence, relatedness and vitality and their tendency to procrastinate in a 2009 Psychology Today article.

Other signs of fear of failure include:

·      A consistent pattern of indecision

·      Anxiety over risks or change

·      An excessive desire or attempt to control circumstances

·      An inability to delegate or trust others to perform tasks “correctly”

·      Perfectionism (often leading to micromanagement)

·      An overriding fear of “things going wrong”

·      Obsessing over details

·      Making sure everything is “just so”

The Causes

Several factors contribute to developing a fear of failure. A childhood history of pain or suffering can lead you to anticipate the worst and expect negative outcomes. Growing up around fearful people also plays a role, as does a lack of positive adult role models. Children in these environments struggle to learn optimism and perseverance.

Traumatic experiences framed by failure can train your mind to distrust life in general. Past humiliations and rejections can scar one’s spirit to the point of dismay and fear.

Placing too high a value on a specific goal transforms it into an unrealistic objective. This can distort reality to the point of obsession and magnify the possibility of failure. The dire need to obtain something creates the illusion that life will be awful if the goal isn’t accomplished; the consequent failure becomes traumatic. This all-or-nothing perspective has a potentially crushing outcome, one to be truly feared.

Perhaps the common denominator for all causes of fear of failure is an overarching sense of purposelessness or worthlessness—or, as Pychyl describes it, a low sense of self.

Our culture often convinces us that losing face is to be avoided at all costs, adds Kelsey. Regardless of our background, nothing feels as hopeless as life without meaning. Rejection or humiliation from failure can prompt feelings of worthlessness. At this level of despair, we may choose an attitude of fear in an effort to prevent failure, but it backfires when fear becomes a self-fulfilling prophecy.

Perspective Is Everything

Living with a frequent fear of failure is a significant personal struggle. While fear may not be completely eliminated, it can be overcome, Kelsey notes. A major shift in perspective is required—something with which an experienced leadership coach can assist you.

Begin by recognizing that no one is immune to failure. It happens to everyone. Coming to grips with fear, understanding that it’s real and knowing if it’s affecting your leadership (and life) are steps in the right direction. Fear is not always bad. Healthy fears allow us to respect and remain aware of potential hazards.

But many fears are unhealthy, including the fear of failure. It’s perfectly OK—and, in fact, advisable—to name it for what it is and devise strategies for dealing with it. It’s admirable to watch someone admit a fear and make the decision to address it. It’s painful to watch someone deny or hide behind a fear, allowing it to take over. Such fears are seldom secret. Others see you struggle, so hiding behind a fear doesn’t work.

Another positive shift in perspective is recognizing that people survive failures all the time. Failure is really not the black cloud some believe it to be. It’s rarely the final blow. Life goes on. If you worry about other people judging you, your fears are likely overblown. Everyone has experienced failure at one time or another, so it tends to make us less critical of others.

Failure actually has intrinsic benefits. We learn and grow through failing. Wisdom, work ethic, strength and self-improvement are seldom attributable to a continued string of successes. There’s no better way to discover your strengths and weaknesses than through failure’s lessons. People admire humility and openness, which engender trust.

And while we’re on the subject, what exactly is a “failure”? Is setting out to achieve a worthy goal, applying your best efforts and coming up short the true definition? How does this compare to someone who does nothing or gives less than his best effort? Most of us would agree: Failure is the act of not trying, giving up or not caring. Perspective is everything.

Fear: Name It, Claim It, Reframe It

Several process-oriented changes can lessen the effects of failure or reduce its likelihood. In general, conquering fear is a process of naming it, claiming it and reframing it.

·      Assess the possible outcomes of a given situation. Make a list of the general causes and probabilities of each outcome. Most of the time, the likelihood of success is greater than that of failure if you apply your best planning and management efforts. Failure is often a more remote outcome. In many cases, a few simple actions can significantly reduce your chances of failure, making it less of a threat.

·      Recall past experiences where positive outcomes occurred in situations where failure was possible. A track record of positive results is not an accident. You devised plans and allocated resources that set you up for success. Sometimes, a fear of failure leads you to believe that doom is a random, come-out-of-nowhere strike of fate. In most cases, however, several unfortunate missteps must occur to generate a bona fide failure. Even if this sequence is initiated, you can make adjustments to counter it. In other words, failure rarely strikes out of the blue. It’s not that ominous.

·      Reflect on colleagues’ experiences. Even when failure hit them, did it do them in? Not likely. They kept going, adjusting, learning, growing and getting better at their jobs. They may have experienced a dip, but they recovered in the long run—in some cases, actually improving their situations. This is not uncommon.

·      Focus on the journey instead of fixating on the destination. We usually experience achievement in incremental steps, as we plan, adjust, correct and celebrate. Individual steps are easier to grasp and foresee, and failure is less likely as this process plays out. If failure becomes a concern, handle it incrementally, as well.

·      Set smaller, achievable goals to build confidence and moderate risks. Raise the bar gradually to enhance self-assurance. Emphasize the positive aspects of each step, while correcting or adjusting, to minimize the negative aspects. Choose your areas of focus. Before long, you can manage greater opportunities and risks with more courage and confidence.

·      Ask for help or advice, when necessary. You’ll feel more secure when trusted colleagues, mentors or coaches offer input and guidance. They can help reinforce action plans and improve your chances of success. There’s no need to go it alone.

Successful leaders make failure something to be grasped and managed, not feared. You and your organization will enjoy greater success when you learn to master your fear of failure.


Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

Categories: 

Narcissistic Leaders Need to Achieve Greatness

Category: 

Narcissists” are driven by the need to be unique, express their creativity and achieve greatness, and they’re readily spotted in leadership positions. The term carries a negative connotation, but it was originally meant to be descriptive (neither good nor bad). A narcissist can be productive (or not) and moral (or not). We often misuse the term, applying it to leaders who are egocentric, greedy, self-aggrandizing, and of little benefit to their organizations and colleagues. A productive narcissist may be viewed as a visionary leader.

Narcissists’ need to achieve greatness overrides everything else. They seldom listen to others and often show little interest in their coworkers (except for those who can help them get what they want). Few social controls are built into their mental model of how the world works. They aren’t worried about conscience or losing others’ love or respect, and they don’t bend to peer pressure or what the public wants.

The narcissist has few internal demands to do the right thing. He answers to himself as to what is right, decides what he values and determines what gives him a sense of meaning.

While the other personality types are deeply motivated to do whatever it takes to maintain their sense of security, narcissists never garner security from relationships or skills. Rather, they recruit people to join them in their worldview.

There’s a case to be made for narcissistic CEOs who can lead companies to greatness, inspire followers and achieve game-changing solutions in our rapidly changing world.

“It is narcissistic leaders who take us to places we’ve never been before, who innovate, who build empires out of nothing.” ~ Michael Maccoby, Narcissistic Leaders: Who Succeeds and Who Fails (Crown Business, 2012).

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

Categories: 

Personality Type in Leaders Matters

Category: 

The way we’ve chosen leaders over the last 50 years may not serve us well in coming decades. We used to be a manufacturing society, with leaders who excelled at processes that could be replicated, measured and improved. Operations were key to success, and leaders tended to be obsessive, “by the book,” and conservative. They preserved order and maintained company values.

In contrast, 75% of today’s employees provide services. They’re knowledge workers who perform mental tasks instead of assembling product parts. Companies need leaders who can engage the workforce, manage people, and inspire collaboration and innovation.

Why Personality Type Matters

Freud pioneered our understanding of human nature with his classification of three personality types: erotic, obsessive and narcissistic. One of his students, psychologist Erich Fromm, added a fourth: the marketing personality.

Erotics” (not a sexual term) are driven by love, a need to care for others and, in return, be loved and appreciated. These individuals are relationship-oriented. Some management theorists call this personality type “enabling,” while others name it “amiable,” “diplomatic,” “supportive” or “compliant.” Erotics are often found in education, social services and health care, but they exist in every field. When they are most productive, they bring people together, making connections and facilitating collaboration. The downside to this personality is codependency and indecisiveness.

Obsessives” are driven by a need for security, consistency, rules and logical order. You’ll spot them in every field—especially government bureaucracies, engineering firms, and law and financial offices. As leaders, they focus on operations, details and numbers. They’re often called “analytical,” “detail oriented” or “numbers people.”

The problems associated with the obsessive personality type are well known:

·      They become mired in details and rules.

·      They lose sight of overall goals.

·      They’re more concerned with doing things “the right way” than doing the right thing.

·      They may become control freaks and/or micromanagers.

·      They resist change to the point of obsolescence.

·      They can be rigid, judgmental and cheap.

·      They insist on being right.

The “marketing personality” describes people who, as the name implies, adapt to the market’s demands. They’re driven by the need to be accepted and fit into society. They sense what the market wants and needs, and they conform to it. They align themselves with key people, thrive on change and seek others’ approval. Most of us adopt some of these aspects to survive in today’s volatile workplace. The biggest challenge with marketing types is their lack of a firm center and continual anxiety. They favor style over substance, spend a lot of energy selling themselves or chasing the next shiny thing, and may be incapable of fully committing to anything or anyone.

Narcissists” are driven by the need to be unique, express their creativity and achieve greatness, and they’re readily spotted in leadership positions. The term carries a negative connotation, but it was originally meant to be descriptive (neither good nor bad). A narcissist can be productive (or not) and moral (or not). We often misuse the term, applying it to leaders who are egocentric, greedy, self-aggrandizing, and of little benefit to their organizations and colleagues. A productive narcissist may be viewed as a visionary leader.

Narcissists’ need to achieve greatness overrides everything else. They seldom listen to others and often show little interest in their coworkers (except for those who can help them get what they want). Few social controls are built into their mental model of how the world works. They aren’t worried about conscience or losing others’ love or respect, and they don’t bend to peer pressure or what the public wants.

Productive Personality Types

All personality types have positive and negative potentials that can be described in terms of two hierarchies: productiveness and moral reasoning.

Productive vs. Nonproductive: Productive individuals are healthier than less developed, or even disturbed, personalities. A productive person is active and enthusiastic—someone who bounces back from failure and perseveres.

In contrast, unproductive people are less free and more reactive. They lack a clear purpose and are driven by addictive needs that make them fearful and dependent.

Moral Reasoning: Higher levels of moral reasoning don’t guarantee that actions will always have their intended benefits; however, we want leaders who seek to achieve a common good, not just feather their own nests.

While morally developed people are almost always productive, there are active, enthusiastic, productive people who cut corners (or worse) and score poorly on the moral-reasoning scale.

Narcissistic or Visionary Leadership?

History and business have witnessed legions of successful, productive narcissists who led their organizations to great success: Napoleon, Rockefeller, Roosevelt and Churchill. In the last 20 years, we’ve enjoyed radical advances from companies led by productive narcissists like Bill Gates, Steve Jobs, Andy Grove, Howard Schultz, Richard Branson and Oprah Winfrey.

Many companies, even those known for innovation, don’t want to hire narcissists who are visionary. No matter how much their leaders boast of encouraging independent thinking and creativity, many have little tolerance for true originals or mavericks.

Productive narcissists want to create new paradigms that change the way we live and work. Conversely, obsessive business leaders excel at cutting costs, culling nonperformers from the pack, and implementing the right processes and systems.

At this time in history, we need creative energy and passion more than ever before. What differentiates the more successful visionary leaders from the failures (besides moral reasoning) is strategic intelligence, which is why leadership personality matters.

Leaders in charge of developing business strategies set priorities based on their personality type and innate drives. Selecting future leaders through assessment of leadership personality can the right fit.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

Categories: 

Finding Future Leaders: Why Personality Matters

Category: 

 

Given the financial and societal impact of global business, there’s an urgent need to understand leaders’ personalities. If we fail to appreciate how personality influences strategic decisions, we risk selecting leaders who are incapable of setting an organization’s direction.

We are in the midst of great social, economic, scientific and political change. Intelligent approaches count more than ever if we’re to build sustainable results in rapidly changing, complex markets. The way we choose strategic plans is influenced by leaders’ personality, priorities and worldview.

Today’s leaders must excel at managing globalization’s systemic challenges. There’s no such thing as economic or political insularity. Every society’s problems affect the international community.

There’s no going back. Business cannot return to the leadership that was effective decades ago. If we’re to move forward, leaders must strive for economic success and the well-being of workers, customers and the environment.

Across the globe there’s growing political unrest, terrorism, climate change, economic disparities among nations and health-care needs for an aging population. If these issues aren’t sufficiently daunting, companies are dealing with continuous invention and experimentation. There’s a technology surplus today; we have invented much more than practical applications require.

The next 20 years will see radical advances in nanotechnology, genomics and gene therapy, robotics, artificial intelligence, bioscience, bioengineered agriculture, environmental and energy research, and medicine. Will our organizations’ leaders rise to meet the challenges?

For progress to occur in nondestructive ways, we need strong, visionary leaders who can unleash the power of emerging technologies and manage global diversity for the benefit of the common good.

But the way we’ve chosen leaders over the last 50 years may not serve us well in coming decades. We used to be a manufacturing society, with leaders who excelled at processes that could be replicated, measured and improved. Operations were key to success, and leaders tended to be obsessive, “by the book,” and conservative. They preserved order and maintained company values.

In contrast, 75% of today’s employees provide services. They’re knowledge workers who perform mental tasks instead of assembling product parts. Companies need leaders who can engage the workforce, manage people, and inspire collaboration and innovation.

Why Personality Type Matters

Evaluation of leadership personality types is an essential part of the selection process for CEOs and top executives. Most of us intuitively recognize different personality types. We routinely notice personality quirks in coworkers that baffle us, challenging our responses and relationships.

Personality typing is not an intellectual pursuit for psychologists, nor a parlor game that helps us get along with others. Leaders in charge of developing business strategies set priorities based on their personality type and innate drives.

Many popular assessment tools reveal personality preference, including the Myers-Briggs Indicator, DISC personal assessment tool and 16 Personality Factor Questionnaire. Each is useful, yet few of us have a precise understanding of what they divulge.

Leadership selection can no longer be based solely on one’s prior experience or successes. Yesterday’s challenges (productivity, profit, efficiency) remain critical, but today’s leaders must also grapple with new technologies, global diversity, and political and environmental instability.

Basic Personality Types

Freud pioneered our understanding of human nature with his classification of three personality types: erotic, obsessive and narcissistic. One of his students, psychologist Erich Fromm, added a fourth type: the marketing personality.

These terms are somewhat misleading because of their negative connotations. The four types are classified according to what drives people and how they achieve a sense of security.

Erotics” (not a sexual term) are driven by love, a need to care for others and, in return, be loved and appreciated. These individuals are relationship-oriented. Some management theorists call this personality type “enabling,” while others name it “amiable,” “diplomatic,” “supportive” or “compliant.” Erotics are often found in education, social services and health care, but they exist in every field. When they are most productive, they bring people together, making connections and facilitating collaboration. They seldom turn down a favor or someone in need. The downside to this personality is codependency and indecisiveness.

Obsessives” are driven by a need for security, consistency, rules and logical order. You’ll spot them in every field—especially government bureaucracies, engineering firms, and law and financial offices. As leaders, they focus on operations, details and numbers. They’re often called “analytical,” “detail oriented” or “numbers people.” Obsessives are guided by rules set by some higher authority (a father figure, strict conscience or “the way things have always been done”). Most middle managers and some top executives are obsessives, especially CFOs, COOs and some CEOs. The most productive obsessives are viewed as “systematic” or ”analytical.”

Obsessives often hold the Number 2 position to a narcissistic CEO—an unbeatable combination of narcissistic vision and obsessive implementation. The problems associated with the obsessive personality type are well known:

·      They become mired in details and rules.

·      They lose sight of overall goals.

·      They’re more concerned with doing things “the right way” than doing the right thing.

·      They may become control freaks and/or micromanagers.

·      They resist change to the point of obsolescence.

·      They can be rigid, judgmental and cheap.

·      They insist on being right.

The “marketing personality” describes people who, as the name implies, adapt to the market’s demands. They’re driven by the need to be accepted and fit into society. They sense what the market wants and needs, and they conform to it. They align themselves with key people, thrive on change and seek others’ approval. Most of us adopt some of these aspects to survive in today’s volatile workplace. The biggest challenge with marketing types is their lack of a firm center and continual anxiety. They favor style over substance, spend a lot of energy selling themselves or chasing the next shiny thing, and may be incapable of fully committing to anything or anyone.

Narcissists” are driven by the need to be unique, express their creativity and achieve greatness, and they’re readily spotted in leadership positions. The term carries a negative connotation, but it was originally meant to be descriptive (neither good nor bad). A narcissist can be productive (or not) and moral (or not). We often misuse the term, applying it to leaders who are egocentric, greedy, self-aggrandizing, and of little benefit to their organizations and colleagues. A productive narcissist may be viewed as a visionary leader.

Narcissists’ need to achieve greatness overrides everything else. They seldom listen to others and often show little interest in their coworkers (except for those who can help them get what they want). Few social controls are built into their mental model of how the world works. They aren’t worried about conscience or losing others’ love or respect, and they don’t bend to peer pressure or what the public wants.

The narcissist has few internal demands to do the right thing. He answers to himself as to what is right, decides what he values and determines what gives him a sense of meaning.

While the other personality types are deeply motivated to do whatever it takes to maintain their sense of security, narcissists never garner security from relationships or skills. Rather, they recruit people to join them in their worldview.

There’s a case to be made for narcissistic CEOs who can lead companies to greatness, inspire followers and achieve game-changing solutions in our rapidly changing world.

“It is narcissistic leaders who take us to places we’ve never been before, who innovate, who build empires out of nothing.” ~ Michael Maccoby, Narcissistic Leaders: Who Succeeds and Who Fails (Crown Business, 2012).

The Productive Personality Types

All personality types have positive and negative potentials that can be described in terms of two hierarchies: productiveness and moral reasoning.

Productive vs. Nonproductive: Productive individuals are healthier than less developed, or even disturbed, personalities. A productive person is active and enthusiastic—someone who bounces back from failure and perseveres to achieve a reasoned purpose.

In contrast, unproductive people are less free and more reactive. They lack a clear purpose and are driven by addictive needs that make them fearful and dependent.

Moral Reasoning: Higher levels of moral reasoning don’t guarantee that actions will always have their intended benefits; however, we want leaders who seek to achieve a common good, not just feather their own nests.

While morally developed people are almost always productive, there are active, enthusiastic, productive people who cut corners (or worse) and score poorly on the moral-reasoning scale. In other words, being productive doesn’t necessarily mean being good.

Narcissistic or Visionary Leadership?

By creating a vision others can follow, narcissists gain personal security and overcome isolation. This is what motivates them to be captivating, inspirational, charming and seductive.

History and business have witnessed legions of successful, productive narcissists who led their organizations to great success: Napoleon, Rockefeller, Roosevelt and Churchill. In the last 20 years, we’ve enjoyed radical advances from companies led by productive narcissists like Bill Gates, Steve Jobs, Andy Grove, Howard Schultz, Richard Branson and Oprah Winfrey. Many companies, even those known for innovation, don’t want to hire narcissists who are visionary. No matter how much their leaders boast of encouraging independent thinking and creativity, many have little tolerance for true originals or mavericks. They prefer the obsessive leader who is driven to please and enforces company rules.

Productive narcissists want to create new paradigms that change the way we live and work. Conversely, obsessive business leaders excel at cutting costs, culling nonperformers from the pack, and implementing the right processes and systems. Which is the better leadership personality type for the future?

The answer, of course, depends on context. At this time in history, we need creative energy and passion more than ever before.

What apparently differentiates the more successful visionary leaders from the failures (besides moral reasoning) is strategic intelligence, which is why leadership personality matters.

Leaders in charge of developing business strategies set priorities based on their personality type and innate drives. Selecting future leaders cannot be based on one’s prior experience or successes without including assessment of leadership personality.

“All people, especially leaders, need a healthy dose of narcissism…it's the engine that drives leadership.” ~ Manfred F.R. Kets de Vries

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

 

 

Categories: 

Teams Aren’t Dysfunctional, People Are

Category: 

Are you struggling with a dysfunctional team? Possibly you’ve been dealing with conflict amongst your team or you’re faced with productivity levels that are lower than you’d like. Regardless of the issue, in my experience we’ve been looking at dysfunction in team environments all wrong.

In this video I share a few key points to identify what the driving issues really are including:

  • Why team dysfunction isn’t a team issue
  • How to isolate issues for what they really are
  • How to improve the performance of the team

If you have a team, then take 5 minutes to watch this video and apply the tips I provide to your own situation. Consider it time well spent on improving the performance of your team.

Watch the video HERE

 

© Shawn Casemore 2016. All rights reserved.

Categories: 

Creating Flow and Meaningful Work

Category: 

One of my CEO executive coaching clients is working with his executive leadership team to create an organizational culture that unleashes employees’ intrinsic motivation and a state of flow. I am coaching him to become more effective at appealing to employees’ intrinsic motivation and core values, and helping leaders at all levels of the organization become more fully engaged in creating a culture that supports flow.

The CEO knows that for the organization to thrive depends on creating an organizational culture and climate that nourishes constant innovation. Human Resources is partnering with me in supporting senior leaders to motivate people by building authentic relationships. Our current executive coaching and leadership consulting work is also focused on helping leaders throughout the organization increase their ability to motivate team members by tapping into their purpose and values.

The CEO and his senior leadership team members are each heading up two strategic initiatives to energize growth and increase revenues. The goals are clear and tap into each leader’s purpose and desire to pursue meaningful work. In our executive coaching meetings, company leaders are reporting a significant increase in their energy, happiness and business results.

Each senior leader has autonomy over what they’re doing and how they do it, including choosing their time, tasks, team and techniques. They have the opportunity to master their work and make progress through deliberate practice. The executives have a sense of purpose in their work — to something higher and beyond their job, salary and company. They are empowering their direct reports and all company employees with the same opportunities and creative mindset.



"The best moments in our lives are not the passive, receptive, relaxing times… The best moments usually occur if a person’s body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile." ~ Mihaly Csikszentmihalyi (Flow, 1990, p. 3)



Hungarian psychologist Mihaly Csikszentmihalyi discovered that people find genuine satisfaction during a state of consciousness called “Flow”. In this state they are completely absorbed in an activity, especially an activity that involves their creative abilities. During this "optimal experience" they feel "strong, alert, in effortless control, unselfconscious, and at the peak of their abilities."

Similar to the famous psychologist Abraham Maslow, Csikszentmihalyi found that happiness does not happen automatically. Rather happiness is created in a person setting challenges that are neither too demanding nor too simple for ones abilities.

Mihaly Csikszentmihalyi is one of the pioneers of the scientific study of happiness. He was born in Hungary in 1934 and, like many of his contemporaries, was affected by World War II in ways that deeply affected his future. During his childhood, he was put in an Italian prison. It was here, amid the misery of loss of family and the bitterness of war, that he had his first inkling of his seminal work in the area of flow.

Later during a trip to Switzerland, Csikszentmihalyi heard Carl Jung speak sparking an interest in psychology. As an artist who had dabbled in painting himself, Csikszentmihalyi started his initial psychological observations and studies on artists. He noted that the act of creating seemed at times more important than the finished work itself and he was fascinated by what he called the “flow” state, in which the person is completely immersed in an activity with intense focus and creative engagement. His life’s work became to scientifically identify the different elements involved in achieving such a state.

The main thesis of Csikszentmihalyi’s most popular book, Flow: The Psychology of Optimal Experience (1990), is that happiness is not a fixed state but can be developed as we learn to achieve flow in our lives. The key aspect to flow is control: in the flow-like state, we exercise control over the contents of our consciousness rather than allowing ourselves to be passively determined by external forces. 
Cziksentmihalyi defines flow as “a state in which people are so involved in an activity that nothing else seems to matter".

As an executive coach, I strive to help people achieve greater satisfaction at work utilizing Cziksentmihalyi’s research to inform our coaching conversations. I utilize the following eight characteristics to help leaders reflect on activities that will produce the flow like state and the resulting increase in work satisfaction:   

1. There are clear goals every step of the way.

2. There is immediate feedback to one’s actions.

3. There is a balance between challenges and skills.

4. Action and awareness are merged.

5. Distractions are excluded from consciousness.

6. There is no worry of failure.

7. Self-consciousness disappears.

8. The sense of time becomes distorted.

Leaders can ask themselves, “what activities do I engage in that create these flow characteristics? How can I engage in more of these rewarding activities at work and when will I do it?  If I am not experiencing “flow”, what can I do and when will I do it, to manifest the flow state within?”
 

Are you working in a company where executive coaches provide leadership development to help leaders create a state of flow? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent and mindful leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership flows from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

Categories: 

Strengths-Based Leadership: When Overused Strengths Fail

Category: 

In the last decade, leadership-development experts have enthusiastically pushed to improve their clients’ strengths instead of addressing their weaknesses. This approach may have some success in growing individuals’ effectiveness, but it’s fundamentally flawed.

Strengths training and coaching have somewhat of a cult-like following among HR and coaching professionals. Leaders are encouraged to develop their unique strengths and focus on fortifying areas in which they’re naturally talented.

In some companies, even the word “weakness” has become politically incorrect. Staff is instead described as having strengths and “opportunities for growth” or “challenges.”

It’s easy to see why concentrating on leadership strengths is popular. It’s more enjoyable to home in on innate strengths and avoid discussing weaknesses. But when strengths-oriented programs emphasize a single leadership area, they’re often overused.

“We’ve seen virtually every strength taken too far: confidence to the point of hubris, and humility to the point of diminishing oneself. We’ve seen vision drift into aimless dreaming, and focus narrow down to tunnel vision. Show us a strength and we’ll give you an example where its overuse has compromised performance and probably even derailed a career.”—Robert B. Kaiser and Robert E. Kaplan, “Don’t Let Your Strengths Become Your Weaknesses,” Harvard Business Review, April 04, 2013

Management assessment tools are usually ill-equipped to pick up on overplayed strengths. Feedback and performance reviews are commonly structured on scales that range from “never” to “sometimes” to “always” (or “doesn’t meet expectations,” “meets them” or “exceeds them”). Assessment scales rarely indicate that a leader exercises too little, the right amount or too much of a quality.

Career Derailment

Overplayed strengths are often at the root of career failures. Analyses of derailed leaders show they often rely excessively on qualities linked to past successes but less relevant to current roles.

Many leaders fear they’ll lose their edge if they stop overplaying a strength. They must instead learn to use this strength more selectively. This may be the hardest developmental work you take on. Behavioral changes are a demanding goal, and it’s even harder to change or modulate what you’ve always done well.

Lopsided Leadership

All managers, regardless of level, are likely to overuse strengths. Doing so not only corrupts these strengths, but creates specific weaknesses. If you believe your strengths are the only way to manage people, you’ll ignore equal, but opposing, strengths. This leads to lopsided leadership, Kaiser and Kaplan explain in Fear Your Strengths: What You Are Best at Could Be Your Biggest Problem (Berrett-Koehler Publishers, 2013).

Most leaders are familiar with the concept of skill sets coming in pairs. Multiple assessment tools classify people’s preferences as either “task-oriented” vs. “people-oriented,” “big picture” vs. “detail-oriented” or “analytic” vs. “intuitive.”

Our preferences are usually unconscious, reflecting our experiences and innate qualities. We’ve learned to define ourselves as one thing and not the other. Over the course of our careers, one strength grows while the other decays.

Leadership Dualities

While there are many different models of leadership competencies, the one proposed by Kaiser and Kaplan illustrates the tension of dualities that arise in the execution of leadership responsibilities.

“…there are two core dualities that confront all leaders: the need to be forceful combined with the need to be enabling, and the need to have a strategic focus combined with the need to have an operational focus. Together these dualities constitute the ‘how’ and the ‘what’ of leading.”

The authors have used their Leadership Versatility Index (LVI), a 360-degree assessment tool, with more than 7,000 managers who have been rated by 60,000 coworkers. Their results show that the more forceful leaders are, the less enabling they’re likely to be. Strategic and operational leadership are also inversely related.

Big-picture/visionary leaders tend to struggle with implementation, while masters of implementation tend to ignore or underplay strategy. The same holds true for the forceful/enabling dynamic, Kaiser and Kaplan note.

The LVI data reveal a strong association between strategic leadership and high scores on curiosity and open-mindedness, coupled with low scores on rule-abiding/detail-orientation. The opposite associations were found for operational leadership.

Forceful and enabling leadership were related to a different set of traits. Forceful leadership was associated with high scores on ambition and low scores on interpersonal sensitivity. Enabling leadership was associated with the opposite scores.

·   Strategically oriented leaders are often lauded for their aggressiveness and vision, but criticized for not being sufficientl grounded in reality.

·   Operationally oriented leaders are often admired for their focus and ability to systematically drive an organization toward its goals, but they are also faulted for having tunnel vision and a lack of strategic boldness.

Goldilocks Leadership

How can you manage people “just right” and take full advantage of your natural talents, without going too far?

The first step is to acknowledge where you overuse your strengths. Start with a review of the ratings on your most recent 360-degree report. Ask coworkers:

1.  What should I do more?

2.  What should I do less?

3.  What should I continue doing?

Ask yourself whether you privately pride yourself on being superior to other leaders in any way. This is precisely the attribute you’re at risk of overdoing. Work with an executive coach to experiment with new or underused behaviors.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader.

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

Categories: 

A Coaching Checklist for Emotionally Intelligent Managers

Category: 

In spite of wide-spread coach training, many managers aren't using coaching skills to grow and develop their people. Instead, they see themselves as problem solvers, cutting short conversations with employees by providing solutions, advice, and answers.

Yet managers who coach find that their employees are more committed, willing to put forth greater effort, and less likely to leave.

“Clearly, the benefits of building a coaching culture and increasing the effectiveness of coaching are great. There are both tangible benefits (increased employee engagement and productivity) and intangible benefits (improved culture and finding meaning and purpose in work).” ~ John H. Zenger and Kathleen Stinnett, The Extraordinary Coach: How the Best Leaders Help Others Grow, McGraw-Hill, 2010

The authors suggest using the FUEL model outlined in their book to help create a coaching checklist:

  • F = Frame the Conversation. Set the context by agreeing on the discussion’s purpose, process, and desired outcome.
  • U = Understand the Current State from the coachee’s point of view, and expand his awareness of the situation.
  • E = Explore the Desired State. Help the coachee to articulate a vision of success in this scenario.
  • L = Lay Out a Success Plan. Identify specific, time-bound action steps to be taken to achieve the desired results with milestones for follow-up and accountability.

Step 1: Frame the Coaching Conversation

Conversations with employees often turn into project task updates instead of furthering growth and development. A checklist helps set up a coaching dialogue. According to Zenger and Stinnett The Extraordinary Coach, there are three steps that work well for initiating a developmental dialogue.

1.     Identify the behavior or issue to discuss.

2.      Determine the purpose or outcomes of the conversation.

  1. Agree on the process for the conversation.

This sounds almost too simple to bother with, but without it employees aren’t clear about what the issues are and how they can use them to grow and develop.

Step 2: Understanding Leads to Insights

The next step in a coaching conversation is to address the “meat” of the issue. This part can be tricky because of our natural tendency to assume we understand what the issues are. We fill in the blanks and automatically judge—usually prematurely.

Instead, a manager needs to listen well and encourage the coachee to talk. Explore what the real challenge is for her.

 Do:

  • Ask open-ended, non-leading questions
  • Act as a mirror, observe, and repeat what you hear and see
  • Encourage the coachee to explore what the real issue or challenge is
  • Discuss consequences in the event things don’t change

Don’t:

  • Assume anything
  • Judge, criticize, or categorize
  • Ask for too many details or focus on other people
  • Offer your perspective or advice right away
  • Find an answer for the person

People won’t change until they experience a need to, and if a manager is too helpful, the coachee won’t feel enough motivation.

Step 3: Explore Desired Outcomes

Typically, managers are excellent problem-fixers and advice-givers. They want to jump in at Step 3 and often skip over Steps 1 and 2.

But that is a big trap. Instead of pouncing on the first viable solution, it's worthwhile to explore alternatives by helping people think things through. Let the coachee do most of the talking to find out what matters most to her. By suggesting at least three alternatives, she will end up with a more effective solution. As the manager, you can negotiate and influence what the measures of success must include.

Step 4: Lay Out a Success Plan

This is the home stretch in a coaching conversation and should not be rushed or skimmed over. Your role now is that of a guide. Together you will develop and agree on an action plan with timelines, enlist support from others, and set milestones for follow-up and accountability.

Why Bother with Coaching Conversations?

Without going into all the statistical ROI studies, let’s look at the benefits of coaching as a managerial style.

  1. Coaching gives new meaning to work. When people feel that they are engaged in a useful cause and not merely performing menial tasks, they will go beyond minimal requirements.
  2. Coaching leads to more engaged and committed employees.
  3. Coaching increases productivity.
  4. Coaching refocuses people on the most important objectives.  
  5. Coaching leads to a stronger culture, which has a tremendous impact on performance and productivity.
  6. Coaching strengthens the relationship between supervisor and employee.
  7. Coaching promotes heightened self-esteem and confidence among employees.
  8. Coaching encourages resilience and creative problem-solving ability.
  9. Coaching helps people take responsibility and ownership of both problems and solutions.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

 “Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

Categories: 

A Coaching Culture Conversation Checklist for Smart Managers

Category: 

 

In spite of wide-spread coach training, most of the time managers aren't using coaching skills to grow and develop their people. Instead, many managers still believe in their role as a problem solver, cutting short conversations with employees by providing solutions, advice, and answers.

Yet managers with a coaching style usually find that their employees are more committed, willing to put in greater effort, and are less likely to leave.

“Clearly, the benefits of building a coaching culture and increasing the effectiveness of coaching are great. There are both tangible benefits (increased employee engagement and productivity) and intangible benefits (improved culture and finding meaning and purpose in work).” ~ John H. Zenger and Kathleen Stinnett, The Extraordinary Coach: How the Best Leaders Help Others Grow, McGraw-Hill, 2010

In spite of learning coaching skills, many managers struggle to have effective coaching conversations that lead to insights and change. A checklist for coaching conversations can help.

Zenger and Stinnett suggest using the FUEL model in The Extraordinary Coach:

  • F = Frame the Conversation. Set the context by agreeing on the discussion’s purpose, process, and desired outcome.
  • U = Understand the Current State. Explore the current state from the coachee’s point of view. Expand the coachee’s awareness of the situation to determine the real coaching issue.
  • E = Explore the Desired State. Help the coachee to articulate a vision of success in this scenario. Explore multiple alternative paths before prioritizing methods of achieving this vision.
  • L = Lay Out a Success Plan. Identify the specific, time-bounded action steps to be taken to achieve the desired results. Determine milestones for follow-up and accountability.

Step 1: Frame the Coaching Conversation

It’s not always that managers don’t know how to coach; it’s that conversations with employees often turn into project task updates instead of furthering their growth and development.

In spite of good intentions, managers don’t use a checklist to remind them how to set up a coaching dialogue. From the book by Zenger and Stinnett, The Extraordinary Coach, there are three steps that work well for initiating a developmental dialogue.

  1. Identify the behavior or issue to discuss. “I’d like to talk about [the issue]…”
  2. Determine the purpose or outcomes of the conversation. “By the end of this conversation, I would like to accomplish…” “What else would you like to make sure that we address?”
  3. Agree on the process for the conversation. “Here’s how I thought we could proceed…” “How does that sound?”

This sounds almost too simple to bother with, but without it, employees aren’t clear about what the issues are and how they can use them to grow and develop. Whether the manager or the coachee initiates the conversation and brings up the topic isn’t as important as setting up the conversation and clarifying what’s going to be discussed, what outcomes are intended, and how the conversation will proceed. These three steps will save the manager from needing to have the same conversation twice.

Step 2: Understanding Leads to Insights

The next step in a coaching conversation is to address the “meat” of the issue. Managers need to understand what’s going on. This part can be tricky because of our natural tendency to assume we understand what the issues are. We fill in the blanks and automatically judge--usually prematurely.

Instead, a manager needs to listen well and encourage the coachee to talk. Explore what the real challenge is for her. Be curious about what is said or merely implied. Follow emotional cues.

Here are some great pointers from the Zenger and Stinnett book.

Do:

  • Ask open-ended, non-leading questions
  • Act as a mirror, observe, and say what you hear and see
  • Follow up on emotionally charged words or expressions
  • Explore what the real issue or challenge is
  • Discuss consequences in the event things don’t change

Don’t:

  • Assume anything
  • Judge, criticize, or categorize
  • Ask for too many details or focus on other people
  • Let the person obsess or ruminate; rather let her explore possibilities
  • Offer your perspective or advice until the person has explored options
  • Find an answer for the person; let him discover insight and awareness

People won’t change until they experience a need to change, and if a manager is too helpful, the coachee won’t feel enough tension to be motivated to change. Keep the focus on them and what they need—and are willing--to do differently.

Step 3: Explore Desired Outcomes

Typically in most companies, managers are excellent problem-fixers and advice-givers. They want to jump in at Step 3. Many tend to skip over Steps 1 and 2, because managers have a bias for action. They may be more comfortable when they solve a problem quickly and influence action from others.

But that is a big trap. Instead of pouncing on the first viable solution, it's worthwhile to explore alternatives. Managers can show their people how to think things through so that the right target becomes the objective. It's important to let the coachee do most of the talking to find what matters most to her. If the employee's vision is too small, the manager can help her explore broader objectives.

Here are some tips on this part of the coaching conversation:

  • Don't rush into problem solving; create the ideal vision and generate more alternatives for achieving that vision.
  • Resist the tendency to go with the first option.
  • As the manager, you can negotiate and influence what the measures of success must include.
  • If the coachee comes up with at least three alternatives to consider, the coachee will end up with a more robust and effective solution.
  • If the coachee gets stuck, offer to become a brainstorming partner.
  • Explore possible barriers and look for alternatives.

Step 4: Lay Out a Success Plan

This is the home stretch in a coaching conversation and, like the previous steps, should not be rushed or skimmed over. Presumably, by now you have outlined the desired vision of success as well as several alternatives for getting there. You’ve prioritized the options that will work best. Now you are ready to dive into the specific detailed action steps with a follow-up plan.

The role of the manager is critical here, as a guide. You help the coachee identify the specific actions to be taken. You help the coachee enlist the support of others. You need to hear the coachee articulate exactly how he or she will proceed to increase the likelihood that it will happen. Also, you help the coachee commit to timelines for important milestones.

By assigning accountability, you will help your coachee change faster than without it. Even if 85 percent of coachees complete their assignments on the day or morning before their next coaching meeting, it is still effective.

Here are the three sub steps of this final coaching conversation:

1.     Develop and agree on an action plan with timelines.

2.     Enlist support from others.

3.     Set milestones for follow-up and accountability.

The key role of the manager is to ask for details, clarity, and commitment. This is how managers add value to the coaching conversation. Accountability works, and it works better when there is consistent follow-up.

Managers Also Ask for Feedback

Research suggests that when the coachee can provide feedback to the manager on the value of the session, the quality and relevance of the session is significantly increased. But few managers remember to ask for feedback. One possible way to conclude a coaching conversation would be like this:

“On a scale of one to five, how valuable was this conversation with regard to providing relevant help for you?”  

Why Bother with Coaching Conversations?

Without going in to all the statistical ROI studies on the benefits of coaching, let’s look at the benefits of coaching as a managerial style. Why bother with coaching conversations?

  1. Coaching gives new meaning to work. When people feel that they are engaged in a useful cause and not merely performing menial tasks, they have more energy and motivation and will go beyond minimal requirements. Coaching provides managers opportunities to link each person’s job to the overall mission of the business.
  2. Coaching leads to more engaged and committed employees. Managerial coaching shows strong evidence of boosting engagement.
  3. Higher productivity outcomes. Coaching refocuses people on the most important objectives and lets them know that their manager is paying attention to them. Peter Drucker hypothesized that if an organization could increase productivity by only ten percent, profits would double. The bottom-line impact of coaching is hard to ignore.
  4. Coaching leads to a stronger culture. An organization’s culture has a big impact on performance and productivity. Leaders influence culture by the example they set and the behavior they reward or curb in their daily conversations with people.
  5. Coaching strengthens relationships between supervisor and employee. When managers coach, they are expressing their personal commitment to the development of an employee.
  6. Coaching promotes healthier individuals. When leaders take the time to coach someone, they contribute to that person’s self-esteem and confidence.
  7. Resilience. Coaching encourages resilience for when problems arise and mistakes are made. Managers can help people learn to think for themselves, create their own energy, and meet challenges without the need for micromanaging.
  8. Heightened creativity and innovative thinking. Coaching is a mutual exploration of better ways to approach challenging situations, thus encouraging people to have their own ideas.
  9. Increased risk taking and exploring.  Coaching encourages people to pursue projects and provides a safety net and support.
  10. Mindset of an owner instead of a hired hand. Coaching helps people take responsibility and ownership of problems and solutions.

The Coaching Conversation Checklist

There is a strong case for using a checklist to ensure success in many professions. Airline pilots have used them for years. Surgeons are now using them to lower rates of infection and death, thus saving millions in hospital expenses.

Having a guide to follow reduces stress and uncertainty. It also increases a manager's confidence that nothing important will be forgotten. Smart managers use a coaching conversation checklist to see breakthrough results.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
 Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

 “Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

Categories: 

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