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The Character Traits of Emotionally Intelligent and Mindful Leaders

Category: 

 

Efective Leaders

Effective leaders master the C-suite competencies: setting strategic direction; communicating an inspiring mission; understanding financial data; planning and coordinating resources; and ensuring that processes, systems and people achieve results.

Most leadership-development efforts focus on these responsibilities, but they’re ultimately insufficient. Great leaders must address the inner game of leadership.

The inner game consists of character traits like honesty, passion, vision, risk-taking, compassion, courage, authenticity, collaboration, self-awareness, humility, intuition and wisdom. The concept first became popular 15 to 20 years ago. Sports coach and consultant Tim Gallwey coined the term in The Inner Game of Golf, The Inner Game of Tennis and The Inner Game of Work, and his ideas have proved to be timeless.

Inner Mastery Required

The results that we produce in the outer world are driven by what goes on inside our heads. The mental models we create for ourselves are based on our own limited experiences, often-erroneous beliefs and even fears.

When we learn to change our thinking by improving our inner game, we modify our behaviors and the results we achieve.

A fear of failure, for example, interferes with your ability to take risks. You may wait until you have enough data to assure certainty. But in today’s business world, waiting for certainty may mean missing the boat. When you avoid risk and play it too safe, you fall victim to missed opportunities.

Coaching the Right Stuff

Professional leadership coaching is the most effective way to approach leadership development, coupled with robust assessments and feedback surveys.

Even the most conservative estimates show a 500%–700% return on investment from leadership coaching (Price Waterhouse, ICF study). But coaching success depends on the relationship between leader and coach. The coaching relationship must provide a secure environment to explore character strengths and beliefs.

Whether applied to sports or work, the inner game is where we begin to understand ourselves and make key changes. The concept is neither new nor particularly revolutionary, but based on a profound concept: focusing attention without judgment. When you learn to observe behavior (your own and others’) without criticism, you’ll start to see where change is possible.

The Coach as Nonjudgmental Partner

Some communication skills, like listening and observing, are automatic and unconscious. Everyone knows how to do them. Yet, we don’t always listen and observe well, without judgment—a requirement for achieving desirable outcomes from conversations.

Leaders experience ineffective conversations all the time. When people don’t respond to their suggestions as delivered, they’re repeated louder or with different words. The outcome is resistance.

Few people enjoy being told what to do, especially when the boss is critical or judgmental. As a leader with authority, you’ll be perceived as controlling and dictatorial. It doesn't matter how well intentioned you may be.

Battle of the Two Selves

In his books on the inner game, Gallwey introduces the idea of Self 1 and Self 2. These "selves" exist in everyone, whether we’re giving or receiving a message. Self 1 is the “big ego”: the know-it-all. Self 1 is judgmental, concerned with winning, being right and showing off.

Self 2 is the wise one—the real human being with inherent potential, including the ability to learn, grow and enjoy life.

When we act from Self 2, we are receptive and neutral. We observe and listen without any preconceived ideas. We are relaxed, focused, and able to take in and use information. We trust ourselves to make appropriate decisions. We extend trust to others because we act from a place of security and safety.

Self 1 doesn’t trust. It acts from a place of insecurity and fear because it’s always judging itself and others, while focusing on being right and winning. Self 1 uses pressure and high standards to get the most out of itself and others. Because Self 1 doesn’t trust natural abilities, it’s critical and stressed.

Guess which Self interferes with high performance? In everything from sports and music to work and relationships, Self 1’s stress and anxiety prevent high-performance results. With worry and lost confidence, we think about too many things at once, we tighten up, and we hit the ball into the net.

It’s a vicious cycle—one that the inner game urges us to circumvent. Doing so involves nothing more than observing nonjudgmentally. Don’t change anything for a while. Just observe yourself talking, listening and doing. Become acutely aware of feelings and responses. Nothing more. Just watch and learn.

The Growth Mindset of an Effective Leader

Some leaders focus almost exclusively on performance. Others emphasize growth and learning, as well as results. In a horse race, put your money on the leader who defines both learning and performance goals.

 Learning goals include:

  • Diminish feelings of stress.
  • Enhance listening skills.
  • Develop empathy skills.
  • Improve coaching skills.
  • Facilitate more cohesive team-building.

Performance goals are, of course, necessary for achieving bottom-line results. But keep in mind that the bar is constantly being raised. How do you keep increasing your capacity to perform? If you cannot improve your capabilities, you’re unable to keep up. 

Performance vs. Learning Goals

Ask yourself these questions to refine your goals:

  1. What do I need to learn to enhance my performance?
  2. Where and with whom can I ask questions and practice these skills?
  3. Who can help me?
  4. Which resources are available to me?
  5. How do I like to learn and grow?

Follow these steps to expand your inner game:

1.     Set learning goals with a coach to achieve clarity and develop an action plan.

2.     After implementing your action plan, debrief the learning experience with your coach to maximize change.

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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence 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: 

HOW YOUR LEADERSHIP MAY BE STIFLING PRODUCTIVITY

Category: 

priority-key-means-greater-importance-or-primacy_G1JlymwO

Have you ever wondered why, despite your best efforts to hire great leaders and provide them with good training, that your employees still fail to produce at a level that you find acceptable? Well, the reason for this is less about training and skills and more about priorities.

In this weeks brief video I outline the exact reason this may be happening in your business or amongst your team, and I share some proven (and simple!) practices to help you reverse engineer priorities in order to drive higher levels of productivity and engagement.

Sound like a secret potion? It’s not. Have a watch and send me an email with your thoughts.

Click here to watch video

Categories: 

The Inner Game of Leadership

Category: 

 

Effective leaders master the C-suite competencies: setting strategic direction; communicating an inspiring mission; understanding financial data; planning and coordinating resources; and ensuring that processes, systems and people achieve results.

Most leadership-development efforts focus on these responsibilities, but they’re ultimately insufficient. Great leaders must address the inner game of leadership.

The inner game consists of character traits like honesty, passion, vision, risk-taking, compassion, courage, authenticity, collaboration, self-awareness, humility, intuition and wisdom. This lengthy list may seem like a tall order for training and development programs, but it covers the core essentials for authentic leadership.

The “inner game” concept became popular 15 to 20 years ago. Sports coach and consultant Tim Gallwey coined the term in The Inner Game of Golf, The Inner Game of Tennis and The Inner Game of Work, and his ideas have proved to be timeless.

Inner Mastery Required

The results that we produce in the outer world are driven by what goes on inside our heads. The mental models we create for ourselves are based on our own limited experiences, often-erroneous beliefs and even fears. We don’t know what we don’t know, so it’s hard to think beyond the boundaries of our current realities.

When we learn to change our thinking by improving our inner game, we modify our behaviors and the results we achieve.

A fear of failure, for example, interferes with your ability to take risks. You may wait until you have enough data to assure certainty. But in today’s business world, waiting for certainty may mean missing the boat. When you avoid risk and play it too safe, you fall victim to missed opportunities.

Effective leaders weigh the risks and decide when to act, despite ambiguity and uncertainty. Their level of awareness allows them to master their inner and outer worlds.

You cannot master the outer game of leadership without inner proficiencies. The inner game has more to do with character, courage and conviction than with competencies. It’s an ability to act when situations are complex, volatile and ambiguous. This is the “right stuff” of leadership: wisdom, self-knowledge, social intelligence and solid grounding in personal values.

Coaching the Right Stuff

The stuff of character is the hardest, yet most significant, aspect of leadership development. Professional leadership coaching is the most effective way to approach leadership development, coupled with robust assessments and feedback surveys.

Even the most conservative estimates show a five to seven times return on investment from leadership coaching (Price Waterhouse, ICF study). But coaching success depends on the relationship between leader and coach. The coaching relationship must provide a secure environment to explore character strengths and beliefs.

Whether applied to sports or work, the inner game is where we begin to understand ourselves and make key changes. The concept is neither new nor particularly revolutionary, but based on a profound concept: focusing attention without judgment. When you learn to observe behavior (your own and others’) without criticism, you’ll start to see where change is possible. Removing judgment facilitates change.

The Coach as Nonjudgmental Partner

Some communication skills, like listening and observing, are automatic and unconscious. Everyone knows how to do them. Yet, we don’t always listen and observe well, without judgment—a requirement for achieving desirable outcomes from conversations.

Leaders experience ineffective conversations all the time. When people don’t respond to their suggestions as delivered, they’re repeated louder or with different words. The outcome is resistance.

Few people enjoy being told what to do, especially when the boss is critical or judgmental. As a leader with authority, you’ll be perceived as controlling and dictatorial. It doesn't matter how well intentioned you may be.

Battle of the Two Selves

In his books on the inner game, Gallwey introduces the idea of Self 1 and Self 2. These "selves" exist in everyone, whether we’re giving or receiving a message. Self 1 is the “big ego”: the know-it-all. Self 1 is judgmental, concerned with winning, being right and showing off.

Self 2 is the wise one—the real human being with inherent potential, including the ability to learn, grow and enjoy life.

When we act from Self 2, we are receptive and neutral. We observe and listen without any preconceived ideas. We are relaxed, focused, and able to take in and use information. We trust ourselves to make appropriate decisions. We extend trust to others because we act from a place of security and safety.

Self 1 doesn’t trust. It acts from a place of insecurity and fear because it’s always judging itself and others, while focusing on being right and winning. Self 1 uses pressure and high standards to get the most out of itself and others. Because Self 1 doesn’t trust natural abilities, it’s critical and stressed.

Guess which Self interferes with high performance? In everything from sports and music to work and relationships, Self 1’s stress and anxiety prevent high-performance results. With worry and lost confidence, we think about too many things at once, we tighten up, and we hit the ball into the net. That which we fear becomes a self-fulfilling prophecy.

It’s a vicious cycle—one that the inner game urges us to circumvent. Doing so involves nothing more than observing nonjudgmentally. Don’t change anything for a while. Just observe yourself talking, listening and doing. Become acutely aware of feelings and responses. Nothing more. Just watch and learn.

You’ll soon see how Self 1 is active all the time, injecting opinions and criticisms. Self 1 distorts reality because it has an agenda: maintaining control and appearing successful.

Once you quiet Self 1’s voice, Self 2 becomes more authentic. It will know what to say in ways that are much more effective and influential to others. It doesn’t have an agenda.

Gallwey's inner game is based on three principles:

  1. Awareness
  2. Trust
  3. Choice

First, nonjudgmental awareness is curative, allowing you to trust yourself and others. Awareness sets up the conditions for primary learning choices.

The next time you need people to act, communicate your message nonjudgmentally. Show trust in others. Let people choose what needs to be done to accomplish desired results.

The Growth Mindset of an Effective Leader

What distinguishes great leaders from their mediocre colleagues?

 Leaders with a growth mindset use every challenge as a learning goal.

Some leaders focus almost exclusively on performance. Others emphasize growth and learning, as well as results. In a horse race, put your money on the leader who defines both learning and performance goals.

Many managers and leaders are performance-driven. They have lists that highlight what they intend to achieve each quarter, often involving numbers:

  • Exceed sales results by 5%.
  • Increase bonuses by 10% by year’s end.
  • Improve team productivity by 25%.
  • Increase shareholder value.
  • Decrease customer complaints.

They judge their worth by whether they’ve achieved these goals, and they hold their people to the same standards.

Unfortunately, these leaders are likely missing key factors that restrict their potential: a growth mindset and the ability to set and pursue learning goals for themselves and others.

“The desire to learn is as fundamental to our being as the desire to survive and to enjoy.” ~ Gallwey, The Inner Game of Work

Learning goals include:

  • Diminish feelings of stress.
  • Enhance listening skills.
  • Develop empathy skills.
  • Improve coaching skills.
  • Facilitate more cohesive team-building.

Performance goals are, of course, necessary for achieving bottom-line results. But keep in mind that the bar is constantly being raised. How do you keep increasing your capacity to perform? If you cannot improve your capabilities, you’re unable to keep up. Learning goals represent the inner game you must work on to prevent stagnation.

Performance vs. Learning Goals

Every learning goal contributes to future performance. In a performance-driven culture, achievement is overestimated at the expense of learning.

But it’s not easy to set learning goals, as a bit of humility is necessary. You must acknowledge the need to learn and grow. You must clarify which goals have the most leverage.

Also potentially difficult is identifying where and how learning will take place. Obviously, work itself provides the best laboratory. Cooperation from others is also needed.

Ask yourself these questions to refine your goals:

  1. What do I need to learn to enhance my performance?
  2. Where and with whom can I ask questions and practice these skills?
  3. Who can help me?
  4. Which resources are available to me?
  5. How do I like to learn and grow?

Follow these steps to expand your inner game:

1.     Set learning goals with a coach to achieve clarity and develop an action plan.

2.     After implementing your action plan, debrief the learning experience with your coach to maximize change.

Inner Leadership

To develop your inner game, keep these points in mind:

·   Professional leadership coaching provides a platform for learning inner leadership.

·   Self 1’s ego interferes with Self 2’s inherent wisdom.

·   Nonjudgmental awareness is curative.

·   Learning and performance goals will prepare you for the future’s increasing demands.

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.

...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: 

As A Leader, Be Careful What You Ask For

Category: 

Question mark sign

Early in my career I worked for a COO who was a tyrant. His approach to leadership and motivation was built on command and discipline. More specifically if you didn’t do as he commanded his response was some form of discipline. Periodically repeat offenders would experience his outright rage as his frustration mounted.

Initially his approach gained some traction, providing strong leadership that many were responsive too, however as time rolled on (and his temper tantrums became more frequent and severe), his approach became predictable and in many instances de-moralizing.

The CEO had initially brought the COO hoping that his command and discipline approach would improve the performance within the organization, and initially it did. However after several years the initial gains in performance began to diminish as both senior leadership and employees trust and morale diminished.

Now if this only impacted the organization internally that would be one thing but unfortunately it began to impact customers. Employees disheartened with being spoken to and treated in a disrespectful manner, began venting their frustration with customers.

You see the connection between how a business is operated and its ability to grow are directly related. If internal leadership is disengaging with employees, employees will in turn be disengaging with customers. I discuss this philosophy in great depth in my book Operational Empowerment: Collaborate, Innovate and Engage to Beat the Competition.

What can you do?

The key is for all leaders to understand that their approach to interacting with employees has far reaching effects, impacting external relationships including customers, board members and even brand repute.

The next time you recognize a leader for their direct and demanding approach to leading people, ask yourself if this approach would be just as acceptable if it in turn was used with key external relationships including existing and prospective customers.

Categories: 

ARE YOUR LEADERS EFFECTIVE?

Category: 

Businessman thumb up and growing arrow. Financial charts and business couple in blur on the background.

I hate to be the one to tell you this, but the training industry in North America is a $60 billion dollar a year industry. That’s $60 billion with a “B.” What does that mean to you? Well if you’ve ever sent front line supervisors or middle managers to training in order to increase their effectiveness, then you’ve made a contribution.

Now that’s okay of course if you received the ROI you expected, but in my experience ‘fly by night’ training classes are not always effective…

I’ve discussed in previous articles how leaders are the conduit between you (the CEO or executive) and your people, which means that if they aren’t effective, the team’s performance (and your reputation) diminish as a result. If you may have missed this email, grab a copy of my latest book Operational Empowerment to gain further insights on how this conduit influences your business.

My point is, when it comes to company leadership the only measure that matters is effectiveness. Are your leaders doing what needs to be done when it needs to be done, all while motivating and engaging staff in the process? If not, then sending them off to a classroom training session in a nearby city may not be the answer.

In this weeks video I share a few tips on how to increase leadership effectiveness with no cost (other than a little bit of your time). Watch this video – it will be worth the next four minutes of your life.

Click here to watch video

Categories: 

Four Promises of Effective Leaders

Category: 

 

What makes a leader stand out as remarkably effective?

Everyone expects great things from leaders—probably more than is humanly possible. But leaders must deliver only four interdependent promises to drive business results. Failure to complete a single promise will likely lead to disappointing outcomes.

Consultants Robert J. Anderson and William A. Adams delineate these promises in Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results (Wiley, 2015):

  1. Set the right direction and create meaningful work.
  2. Engage all stakeholders and hold them accountable for performance.
  3. Ensure that processes and systems facilitate focus and execution.
  4. Lead effectively. Maintain trust to achieve and sustain desired results.

Great Expectations

It’s difficult to perform effectively if you fail to manage people’s perceptions and expectations. Followers have two types of expectations:

  1. Explicit: to be fulfilled as part of the leadership role (fiscal responsibility, strategy and direction, accountability and execution)
  2. Implicit: unspoken expectations like competence, fair treatment, commitment, engagement, listening, inspiration, direction and meaning-making

Implicit expectations can be minefields because they’re based on assumptions, may be unrealistic, are often misunderstood and vary greatly among stakeholders. We nevertheless judge leaders’ effectiveness on both explicit and implicit expectations.

Smart leaders know they’re always being judged. Your success or failure depends on whether you clarify these role expectations and keep your promises. You’ll never discover people’s hidden expectations unless you ask about them.

The First Promise: Set the Right Direction

The first leadership promise focuses on your strategy, mission and values, and it’s as much about profits as it is about people.

Stakeholders hold leaders to this vital promise because it establishes the “why” they’re in business, as well as “what” the business will and won’t do. This foundation sets direction and meaning, creating a culture in which people can thrive.

Direction and meaning set the stage for establishing a business identity and brand. Effective leaders can articulate their organizations’ unique contributions to the world. They know their people want not only a paycheck, but alignment with company values. They want to contribute to a purpose beyond profits, so leaders must ensure these values are publicized and practiced throughout the business.

The Second Promise: Engage All Stakeholders

Effective leaders foster a commitment to achieving results. They strive for engagement and assign accountability.

Unfortunately, clarity and commitment often end at the leadership-team level. In many instances, leaders know—but employees cannot explain—why their work makes a difference. Managers focus solely on accountability and performance, rather than engagement. Lacking are frequent references to organizational purpose and linking daily tasks to why individuals count.

Leaders are most effective when they communicate and clarify a noble purpose. Successful efforts are rewarded with employees’ energy and passion.

In fulfilling this second promise, leaders earn their staff’s trust and commitment. They provide the why behind the what of work. Employees expect and want their leaders to draw out their potential, talent, strengths and energy. Leaders do this by creating a culture where people are allowed to grow, contribute and be valued. They set challenging goals, provide resources, and address the reasons behind stated goals. When objectives are achieved, they provide recognition and rewards.

The Third Promise: Develop Processes and Facilitate Execution

After setting the right direction and engaging stakeholders, you must ensure that processes and systems facilitate focus and execution.

Leaders promise to deliver results in the marketplace by successfully executing on key initiatives. This enables stakeholder commitment. With commitment, you facilitate productivity through systems and processes that make execution successful.

Effective leaders channel action into results. They provide feedback on the work the organization is doing. Action links effort to results, letting you know when something works (or doesn’t).

Processes and systems provide a clear path from task to long-term, meaningful results. This is the promise where the rubber meets the road.

According to Anderson and Adams, leaders often break this promise by:

1.  Failing to provide the resources (time, people or money) necessary for execution

2.  Allowing the organization to be distracted by “silver bullets” or “bright shiny objects” (i.e., an attractive lower priority)

3.  Having few or ineffective processes in place (i.e., everything is done for the first time, every time)

4.  Being so process-bound that execution becomes secondary to the process itself

Excessive focus on processes robs people of their energy and enthusiasm. In other cases, processes are in place, but are underused. Repeatedly breaking this leadership promise creates a cynical culture, frustration and a “why bother?” mentality.

The Fourth Promise: Lead Effectively

Effective leaders pursue personal and professional development opportunities to improve their competence, self-awareness and other-relatedness. Without a commitment to enhancing development, they can easily lose their competitive advantage.

Executive coaching has proved to be one of the most effective leadership-development tactics. Yet, few leaders regularly set priorities for professional growth. Even those engaged in executive-coaching relationships struggle to keep appointments to do the work. Like many of us, they’re so mired in day-to-day challenges that they fail to think long term or take actions that may not have immediate payoffs.

If you recoil at the idea of coaching, training or other personal-growth tools, you’re creating the conditions for failure. You're breaking all four leadership promises that so many others expect you to keep.

You cannot afford to stand still. The pace of business will eventually exceed your capacity to handle new challenges.

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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence 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.

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: 

Hiring for Passion

Category: 

Hiring Practices

Know anyone who’s so passionate about his work that he has a company logo tattooed somewhere on his body?

Admittedly, certain companies involved in software, social media and video gaming are more likely to have young, cult-like followers. Red Hat, the open-source Linux technology company, and Razer, the gaming hardware developer, are two examples.

When people are truly passionate about their interests and values, they eagerly express it in many ways. Companies harness this passion by encouraging a “raving fan-like” attitude among employees and customers. This can happen only when leaders provide a platform for passion.

Zappos, the large online shoe store known for its customer service, hires talent whose personal values align with the company’s core values. The best candidates have a genuine interest in helping others.

It starts at the hiring process. How do you find people who believe in the same values you and your company represent? You probably won’t unearth them using boring, conventional interview questions. You need to do more than determine someone’s skills, education and experience. You must ascertain whether candidates are a cultural fit.

It’s hard to tell if a candidate is excited because she desperately wants a job vs. a job at your company. The best people to gauge true passion, interest and fit already work for you, so let them participate in candidate interviews. Future peers are likely to learn valuable information about potential new hires.

When it comes to interview questions, evaluate how candidates interact with prospective team members. How important is collaboration to them? Assess for curiosity in others, big-picture vs. little-picture vision, and outside interests and values.

Do leaders in your organization ignite passion? How can you participate to create an inspirational workplace?

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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence 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.

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: 

Linking Passion to Performance - Leadership Tips for Sparking Passion

Category: 

 

Linking Passion to Performance

When leaders encourage a culture in which employees take psychological ownership, even average employees can perform at high levels. Purpose and passion create meaning and excitement at work. You achieve workplace engagement when employees apply this energy to specific tasks that drive your company’s success.

Be more communicative about strategy, and let every employee know what’s going on with the business, including financials. Managers must ensure their direct reports understand how individual performance contributes to overall long-term success.

Most executives believe they communicate well, but they tend to overestimate their abilities. The more frequently you speak to values and higher purposes, the more others will follow your lead.

Passion is contagious—an energy force that encourages goodwill and collaboration. So, too, is negativity. Ignite passion and diminish negativity by frequently talking about purpose and values.

Passion abounds when people believe their daily tasks have meaning. You energize your workplace when people see their accomplishments have a direct impact on team members, customers, the community and the business.

Leadership Tips for Sparking Passion

In The Open Organization, Red Hat’s Whitehurst provides five key leadership tips:

  1. Passion is contagious. When leaders display emotion, others will follow.
  2. Most companies have a stated purpose or mission. Integrate it into your dialogue with others on a daily basis.
  3. Add passionate words to your work vocabulary: “love,” “hate,” “excited” and “upset.” Others will adopt this behavior.
  4. Ask questions that tease out passion when hiring (i.e., “What inspires you?”).
  5. Create vehicles for people to show their unvarnished selves. Company outings or team-building events should allow for some silliness.

How do leaders in your organization ignite passion? How can you participate to create an inspirational workplace?

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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence 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.

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: 

Emotional Intelligence and Situational Leadership - Create Flexible Leadership Styles

Category: 

Flexible Leadership Styles

Emotionally intelligent (EQ) leaders are flexible in adapting their leadership style to those they choose to lead. You will influence and engage employees by being socially savvy regarding which leadership style would be the most appropriate with certain personalities and in specific situations.

The Blanchard and Hersey Model of Leadership

As a leadership model, the best known example was developed by Ken Blanchard, the management guru who later became famous for his One Minute Manager series, and Paul Hersey. They created a model of situational leadership in the late 1960s that allows one to analyze the needs of the situation, then adopt the most appropriate leadership style. The model has two fundamental concepts; leadership style, and development level.

Leadership Styles:

Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader provides to his or her followers. They categorized all leadership styles into four behavior types, which they named S1 to S4:

S1: Directing Leadersdefine the roles and tasks of the follower, and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

S2: Coaching Leadersstill define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the prerogative of the leader, but communication is much more two-way.

S3: Supporting Leaderspass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

S4: Delegating Leadersare still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

No one style is considered optimal or desired for all leaders to possess. Effective leaders need to be flexible, and must adapt themselves according to the situation. However, each leader tends to have a natural style, and in applying Situational Leadership he/she must know his/her intrinsic style.

Development Levels:

The right leadership style will depend on the person being led - the follower. Blanchard and Hersey extended their model to include the Development Level of the follower. They stated that the chosen style of the leader should be based on the competence and commitment of his/her followers. They categorized the possible development of followers into four levels, which they named D1 to D4:

D1: Low Competence, High Commitment- They generally lack the specific skills required for the job in hand, However, they are eager to learn and willing to take direction.

D2: Some Competence, Low Commitment - They may have some relevant skills, but will not be able to do the job without help. The task or the situation may be new to them.

D3: High Competence, Variable Commitment- They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly.

D4: High Competence, High Commitment- They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader.

Development Levels are also situational. You might be generally skilled, confident and motivated your job, but would still drop into Level D1 when faced with a task requiring skills you do not possess. For example, many managers are D4 when dealing with the day-to-day running of their department, but move to D1 or D2 when dealing with a sensitive employee issue.

Leadership Development Matching:

Blanchard and Hersey indicate that the leadership style (S1 - S4) of the leader must correspond to the development level (D1 - D4) of the follower. In addition, it is the leader who must adapt, not the follower. To get the most of situational leadership, a leader should be trained in how to operate effectively in various leadership styles, and how to determine the development level of others.

Are you working in a company where executive coaches provide leadership development to help leaders create contagious cultures where people and organizations thrive?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 conscious 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 create respectful company cultures. 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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Emotional Intelligence & Mindful Leadership Development 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.

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.  Mindfulleadership 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: 

Values at Work

Category: 

Values are an organization's key guiding principles, fundamental beliefs and expected behaviors. Values help to create a high performing corporate culture, and are critical to supporting the organization's mission ensuring that its vision is ultimately achieved. They are the basis for decision-making as well as program design, and adherence to them requires continuous reinforcement.

Ideally our values effectively guide what we say and do. Often we hear values imbued in phrases or quotes such as:  “Do unto others as you would have them do unto you”.  Nordstroms is famous for their customer service and their slogan, “Our customers are always right”.   



A value declaration of an organizational entity can lead to the creation and execution of key policies.  For example, “We are an equal opportunity employer” implies certain types of behaviors in the selection, promotion, and development of employees. 

Employees have certain values, but many times their values evolved from experiences in the distant past and many people have not thought much about them. It is as if they are on autopilot when it comes to their values.

 What does a high performer look like in terms of values and ethics? 

Top performers have reflected about their values and are clear about them.  They understand that other people may have different core values than they do, they speak up appropriately on matters where their values are relevant, and they are consistently guided by their values.

 What are the signs that a person may be relatively unskilled in terms of knowing and applying their values at work, or have a mismatch between their values and their work situation?

1. Their values may be significantly different than the values of the organization.

2. They may have adiminished concern for values of others; may set his or her own rules to the extent that they often make others uncomfortable.

3. They may not be consciusly aware of their own values, and how they come across to others.

4. Values are seen by others as self-serving rather than caring about the team or greater good.

5. They have a reputation for not “walking their talk”.

Are you working in a company where executive coaches provide leadership development to help leaders put their vlaues into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust and shared vlues? 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 values-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.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership
Emotional Intelligence & Mindful Leadership 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.

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.  Mindfulleadership 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

 

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