It's been awhile since my last post. The instructional portion of Dan's executive coaching program has been completed and I've asked to take a break from our regular meeting schedule in order to 1) focus on some pressing projects at what is typically a very busy time in my industry and 2) incorporate what I've learned into some of my daily work.
I'm pleased to say that I've been able to take some things from the coaching program and implement them quickly into the reality of my work. To me, this isn't faint praise. I've had many courses and educational opportunities that, while useful in the theory of a class setting, failed to translate as practical once I got back to my desk and the 50 emails, 5 voicemails, 3 urgent questions and one partridge in a pear-tree. Whether these previous efforts lacked true substance or simply missed the teaching moment, I can't say. I'm happy that I've been able to implement a few things from our sessions and past that, I don't spend too much time questioning something that's working.
An additional positive is that my company's in the process of hiring for several positions. We're fortunate to be hiring as the jobless rate continues to inch upward and that got me thinking about the process a little more. Luck has played a role in our current position, but a lot of the credit also goes to a culture that plans methodically and holds individuals accountable for their actions. I am more firmly convinced that candidates for jobs within the company, any job, must be evaluated based on their ability to fit into and strengthen that culture. I am guilty of viewing candidates in the past too strictly through the lense of their skills at a particular job and largely ignoring how their presence while doing that job would/could impact all those around them. It's a mistake I believe many make and somewhat silly when you think about how much of your day is spent outside the lines of a specifically-written job description.
Fingers crossed and homework done, I'm confident we'll add some strong people to our company. Onward and upward from there!
Monday, September 7, 2009
Friday, August 21, 2009
China 2.0: Understanding what it takes to open doors in China | CRW • Corporate Report • Wisconsin's Business Magazine
Thursday, July 16, 2009
How we can succeed at setting our goals
Kyle pointed out something I often see. People become good at setting the goal, yet they stall out when trying to work through all the steps. Like here, the ownership of the goal is placed entirely on the individual writing it. I don't know of too many people who want to create more work for themselves so it's common nature to avoid creating action steps and timelines. That's a big commitment!
In order for us to succeed at our goals we must take a look at what we are currently doing on top of planning the goal. In other words, are we using time to the best of our ability? Are there other resources that can help us accomplish our goal? And are the thing I am working on producing the right results?
Here are some steps to help you accomplish your goals.
In order for us to succeed at our goals we must take a look at what we are currently doing on top of planning the goal. In other words, are we using time to the best of our ability? Are there other resources that can help us accomplish our goal? And are the thing I am working on producing the right results?
Here are some steps to help you accomplish your goals.
- List them out - Write down what you want to accomplish. Written goals already start becoming more real to us once they are put to paper.
- Prioritize - Work on the most important things first. Important doesn't mean the quickest to complete or the easiest. Know what is the number one thing you should be working on and why.
- Rewards vs. Consequences - In order for you to take action on your goal, the reward has to be great enough or the consequence has to be bad enough for you to want to make the change. These also become the prime motivators as you are working towards your goal.
- Possible Obstacles - What's in the way? Is there anything that has prevented you from achieving this goal already? Think of as many as you can, no matter how big or how small. Also consider that YOU may be one of the obstacles. Most often the beggest challenge to reaching our goals is ourselves.
- Possible solutions - How can you overcome these obstacles? Figure out what would remove them from your path.
- Plan out your action steps - Work on the steps that will eliminate the obstacles.
- Delegate and set completion dates - Who could be working on this besides you? Often there is someone who can help us get our goals accomplished.
- Make sure you are doing the right things - What brings value to you, your company, your employees and your customers? Often we do things because that is what we have always done. When we set goals we heap more on our plate of work thus our reluctance to set timelines. Part of a change process is eliminating obsolete processes. Rarely do we do this. If you are having trouble figuring out what to let go of, talk with your staff, they may have the answer. Need more help? Find someone outside the company who will ask the right questions and help you become more efficient.
- Incorporate others in the goal setting process. - Whenever possible, bring in advocates to assist with the change process. Overall, your goal setting and achieving will work better and you will have some people who can help implement the change.
- Accountability - Without accountability, little would get done. Get support from others to help you as you work towards your goal. Report your successes and where you are stuck. Have them keep you on task and on target. There will be a greater chance for success.
Tuesday, June 30, 2009
The committee of one
I was fortunate to stumble upon an epiphany of sorts in my last session with Dan. As I mentioned in my last post, learning new techniques for developing staff, creating a positive atmosphere and planning is actually the easy part. The harder task is incorporating these new techniques into an already jam-packed day.
I specifically talked to Dan about planning. Looking at the formal process covered in the material, I wanted to understand where the possible points of variation could come into play. Simply put, I felt like I was good at identifying the objective, highlighting pros and cons, targeting a date and outlining obstacles and possible solutions. I was not so good when it came to identifying accountability and I wanted to know how the process could be customized to suit me as an individual.
Accountability, probably to no one's surprise, is the place where most planning breaks down. I know this had been my experience. That wasn't the epiphany. The epiphany for me was why.
Having taken the leadership index at the beginning of the sessions (as well as any number of DiSC and Myers-Briggs tests during my career), I know that I'm the type of person who likes possibilities more than absolutes. I felt like this might be my issue in taking the final steps of the planning process. Turns out, that's not all there is to it.
The bigger issue is that I tend to plan by myself. Anti-collaborative, I know. I just have always seen it as easier (and faster!) to spell out as much of the process as I could by myself and then share/implement it as a collaborative effort. In doing so, I always ended up assigning myself the lion's share of the tasks. Why? Because I was the only one in the room and since it was my plan in the first place, I felt like I was always in the best position to know what needed to be done. Repeat this process too many times, and suddenly you're drowning in work.
Sometimes the best revelations are the ones you don't intend to find. This certainly shed an entirely different light on my planning process and I'm anxious to try a different tact next time. Who knows, maybe I'll actually enjoy the process?
I specifically talked to Dan about planning. Looking at the formal process covered in the material, I wanted to understand where the possible points of variation could come into play. Simply put, I felt like I was good at identifying the objective, highlighting pros and cons, targeting a date and outlining obstacles and possible solutions. I was not so good when it came to identifying accountability and I wanted to know how the process could be customized to suit me as an individual.
Accountability, probably to no one's surprise, is the place where most planning breaks down. I know this had been my experience. That wasn't the epiphany. The epiphany for me was why.
Having taken the leadership index at the beginning of the sessions (as well as any number of DiSC and Myers-Briggs tests during my career), I know that I'm the type of person who likes possibilities more than absolutes. I felt like this might be my issue in taking the final steps of the planning process. Turns out, that's not all there is to it.
The bigger issue is that I tend to plan by myself. Anti-collaborative, I know. I just have always seen it as easier (and faster!) to spell out as much of the process as I could by myself and then share/implement it as a collaborative effort. In doing so, I always ended up assigning myself the lion's share of the tasks. Why? Because I was the only one in the room and since it was my plan in the first place, I felt like I was always in the best position to know what needed to be done. Repeat this process too many times, and suddenly you're drowning in work.
Sometimes the best revelations are the ones you don't intend to find. This certainly shed an entirely different light on my planning process and I'm anxious to try a different tact next time. Who knows, maybe I'll actually enjoy the process?
Sunday, June 21, 2009
The time-crunch dilemma
I had to admit that for the first time since we began the process I wasn't able to get to the assigned work between sessions. While I'm not the kind of person to simply let things slide, sometimes the demands of life (work projects, community commitments, children's activities and just the need to take a deep BREATH!) prevent you from getting to everything. There are only so many hours in the week, right?
This week highlighted the importance of habits. The need to translate theory into action through habit-forming has been been a consistent topic throughout much of the reading and subsequent discussions with Dan. A habit is a behavior repeated to the point that you demonstrate competence without much conscious thought. I recognized this week that I haven't managed to turn some of the things we've been working on into habits yet. As I get into my daily grind and the grind of deadlines seem to compress hours available in the day, practicing what I've learned here is still an extra time commitment. I've bought into the value of what I'm learning but I certainly don't have a unconscious competence.
Thankfully the new material is at an end (!) and the next few weeks are going to provide an opportunity to ingrain some of these lessons into habits. Is it bad that I want to do more things unconsciously? I wonder how long it will be before I can simply sleep all day and still get everything done...
This week highlighted the importance of habits. The need to translate theory into action through habit-forming has been been a consistent topic throughout much of the reading and subsequent discussions with Dan. A habit is a behavior repeated to the point that you demonstrate competence without much conscious thought. I recognized this week that I haven't managed to turn some of the things we've been working on into habits yet. As I get into my daily grind and the grind of deadlines seem to compress hours available in the day, practicing what I've learned here is still an extra time commitment. I've bought into the value of what I'm learning but I certainly don't have a unconscious competence.
Thankfully the new material is at an end (!) and the next few weeks are going to provide an opportunity to ingrain some of these lessons into habits. Is it bad that I want to do more things unconsciously? I wonder how long it will be before I can simply sleep all day and still get everything done...
Thursday, June 18, 2009
Empowerment is a four letter word
Can empowerment be evil? That depends on how it's defined. For some people, empowerment is a challenging concept because it is interpreted as lack of control and lack of discipline. The discussion I had with Kyle this week focused on this very topic.
Empowerment is a word that is used a lot today. It has become one of those cursed "Business Buzz Words" we hear often, but until someone creates another word/phrase that can be overused, I will continue to abuse this one. We read books on empowerment, attend speeches, and occasionally read blogs on the subject. I find leaders are often split on whether or not empowerment is a good thing. It all depends on the definition.
One group interprets empowerment as total freedom for employees to do whatever they want in their jobs. The responsibility is handed to the employee and we as leaders are left flying blind. By this definition, even I would be scared to let my staff steer the ship. If this becomes the predominant belief in the organization, then the outcome is the need for greater control because the leadership may not trust that the employee will do the right thing. After all, that is why we have leaders isn't it? They're here to tell people what to do. They make sure the work gets done. Right? In this model the value of the leader is placed on that leader's control and not on the ability to lead.
Here's an example: Think of a time where you worked in a job that had very strict procedures. In no way were you allowed to deviate from how you did your job because someone else already determined that the process implemented was the best way. You spend your days following the manual to the letter. Sounds fun doesn't it? No thinking needed. Just follow steps 1 through 10. While we all have times that we would like to turn off the gray matter, most of us want a little more stimulation in their jobs. In addition, we need to be active in what we do. Our brains are like a muscle. They require exercise to build creativity. The more structured the job is, the less you are required to think of new ways to get things done. Inevitably there will be a time when you will have to change what you are doing and it will be difficult to find that new solution.
The other challenge is we do not live in a black and white world. There are many different colors and many shades of gray. In virtually every situation, you will come up against a problem that doesn't work in the procedure manual. Now what? For some this means you need to create a new process. The new process will fix the loopholes in the old and make it more restrictive. This pattern continues until all the loopholes have been fixed. The problem is loopholes are often infinite.
The other definition of Empowerment has a different twist. It involves giving the employee the ability to make the correct decision for each situation by following the guidelines set by the Vision, Mission, and Values of the company. Here, instead of control we use discipline. This involves doing the right things the right way for the right reasons at the right time. Discipline is internal where control is external.
I would compare the proper use of empowerment to following a highway to your destination. As long as you stay on the road you will get to where you are going. But the highway has to be wide enough for you to safely maneuver past cars and around slower traffic. It also needs lines painted on it so you know which lanes you are in and where the edge of the pavement is. If the road is well thought out and well marked, anyone with the skills to drive a car and an understanding of the rules of the road can get where they want to go. In this case the destination is the company's Vision, the road is its Mission, and the lines on the highway are the Values. If you fail to follow the rules of the road or deviate to far from the center line, you will wreck.
Our challenge as leaders is understanding these differences, as Kyle does, and being able to lead and develop our people to know what they need to do through the results they need to meet. An even greater challenge is instilling these ideals in our people so we can get out of their way and help them be successful.
Empowerment is a word that is used a lot today. It has become one of those cursed "Business Buzz Words" we hear often, but until someone creates another word/phrase that can be overused, I will continue to abuse this one. We read books on empowerment, attend speeches, and occasionally read blogs on the subject. I find leaders are often split on whether or not empowerment is a good thing. It all depends on the definition.
One group interprets empowerment as total freedom for employees to do whatever they want in their jobs. The responsibility is handed to the employee and we as leaders are left flying blind. By this definition, even I would be scared to let my staff steer the ship. If this becomes the predominant belief in the organization, then the outcome is the need for greater control because the leadership may not trust that the employee will do the right thing. After all, that is why we have leaders isn't it? They're here to tell people what to do. They make sure the work gets done. Right? In this model the value of the leader is placed on that leader's control and not on the ability to lead.
Here's an example: Think of a time where you worked in a job that had very strict procedures. In no way were you allowed to deviate from how you did your job because someone else already determined that the process implemented was the best way. You spend your days following the manual to the letter. Sounds fun doesn't it? No thinking needed. Just follow steps 1 through 10. While we all have times that we would like to turn off the gray matter, most of us want a little more stimulation in their jobs. In addition, we need to be active in what we do. Our brains are like a muscle. They require exercise to build creativity. The more structured the job is, the less you are required to think of new ways to get things done. Inevitably there will be a time when you will have to change what you are doing and it will be difficult to find that new solution.
The other challenge is we do not live in a black and white world. There are many different colors and many shades of gray. In virtually every situation, you will come up against a problem that doesn't work in the procedure manual. Now what? For some this means you need to create a new process. The new process will fix the loopholes in the old and make it more restrictive. This pattern continues until all the loopholes have been fixed. The problem is loopholes are often infinite.
The other definition of Empowerment has a different twist. It involves giving the employee the ability to make the correct decision for each situation by following the guidelines set by the Vision, Mission, and Values of the company. Here, instead of control we use discipline. This involves doing the right things the right way for the right reasons at the right time. Discipline is internal where control is external.
I would compare the proper use of empowerment to following a highway to your destination. As long as you stay on the road you will get to where you are going. But the highway has to be wide enough for you to safely maneuver past cars and around slower traffic. It also needs lines painted on it so you know which lanes you are in and where the edge of the pavement is. If the road is well thought out and well marked, anyone with the skills to drive a car and an understanding of the rules of the road can get where they want to go. In this case the destination is the company's Vision, the road is its Mission, and the lines on the highway are the Values. If you fail to follow the rules of the road or deviate to far from the center line, you will wreck.
Our challenge as leaders is understanding these differences, as Kyle does, and being able to lead and develop our people to know what they need to do through the results they need to meet. An even greater challenge is instilling these ideals in our people so we can get out of their way and help them be successful.
Saturday, June 13, 2009
Just me and everyone else
I'll echo a phrase Dan's used in his posts before: simple, not easy.
As Dan wrote in his post, we spent the majority of our time talking about the communication process and the impact of people on our efforts, our business and our lives. I came to the realization that there has rarely been a time in my life that I've been confronted with a business problem I haven't been able to solve. That would sound to me like the recipe for a very successful career. Yet, I'm not sure I've ever experienced more or less job satisfaction than the next person. Why? Because it's about people, not problems.
I use the analogy (slightly altered, writer's license) of a business owner walking through his store and complaining that he could get more done if it weren't for all the customers packing his store. People can make our jobs, and by extension our lives, more rewarding. Watching an employee grow in their knowledge and skills to the point they take their performance to a completely new level is wonderful. There is tremendous power in creating a positive working relationship with a colleague that becomes the springboard for great achievement. Large problems can be made smaller when you have this type of relationship in place.
But the opposite is also true. There are, and always will be, people who bring little more than negativity and headaches to our lives. Unlike the strong relationships, little problems are made larger and large problems become nearly insurmountable. If you're like me, you've run into this everywhere you've been. It's a fact of life.
The question I've started to explore is: how am I going to deal with this? As Dan indicates, you can't change anyone else. The effort, then, is internal. I can't change how anyone else acts but I do control how I react. As a younger man I considered this a form of "losing". In other words, I was the one making the change and that seemed to reward the other person for their bad behavior. As I've matured, I take a different view. They have their side of the story and if I find it difficult to work with them for reason A, it's likely that they find it difficult to work with me for reason B. At the end of the day, it's still about results and you need the collaboration of people (both those you like and those you don't) to succeed. It's a simple proposition, but personal dynamics make it far from easy. Perhaps the real reward is in the effort. Like the old saying goes, "If it was easy they wouldn't call it WORK".
As Dan wrote in his post, we spent the majority of our time talking about the communication process and the impact of people on our efforts, our business and our lives. I came to the realization that there has rarely been a time in my life that I've been confronted with a business problem I haven't been able to solve. That would sound to me like the recipe for a very successful career. Yet, I'm not sure I've ever experienced more or less job satisfaction than the next person. Why? Because it's about people, not problems.
I use the analogy (slightly altered, writer's license) of a business owner walking through his store and complaining that he could get more done if it weren't for all the customers packing his store. People can make our jobs, and by extension our lives, more rewarding. Watching an employee grow in their knowledge and skills to the point they take their performance to a completely new level is wonderful. There is tremendous power in creating a positive working relationship with a colleague that becomes the springboard for great achievement. Large problems can be made smaller when you have this type of relationship in place.
But the opposite is also true. There are, and always will be, people who bring little more than negativity and headaches to our lives. Unlike the strong relationships, little problems are made larger and large problems become nearly insurmountable. If you're like me, you've run into this everywhere you've been. It's a fact of life.
The question I've started to explore is: how am I going to deal with this? As Dan indicates, you can't change anyone else. The effort, then, is internal. I can't change how anyone else acts but I do control how I react. As a younger man I considered this a form of "losing". In other words, I was the one making the change and that seemed to reward the other person for their bad behavior. As I've matured, I take a different view. They have their side of the story and if I find it difficult to work with them for reason A, it's likely that they find it difficult to work with me for reason B. At the end of the day, it's still about results and you need the collaboration of people (both those you like and those you don't) to succeed. It's a simple proposition, but personal dynamics make it far from easy. Perhaps the real reward is in the effort. Like the old saying goes, "If it was easy they wouldn't call it WORK".
Friday, June 12, 2009
Leadership would be easier if it weren't for all these people.
People are what make your business successful. In addition, they make it complex, challenging and frustrating. Why? Because everyone is different. That was the discussion I had with Kyle this week.
At any one time you and your people are at different stages in their life which they have different needs. Each individual communicates differently and interprets information differently. In addition, people learn differently, have different needs and constantly battle their own insecurities. As leaders, we must learn how to "read" these behaviors, adjust our communication to match theirs and still try to get something accomplished. On top of all that, we need to own our behavior, and to a certain degree, the behaviors of others. This is quite a daunting task. While this can be very difficult, it is one of the major factors that separates leaders from managers.
Conflicts in business arise every day. These can be positive, such as collaborating on a new production process. It may create disagreements and even arguments, but the goal of the group is not to attack, but make the process better. Other conflicts may be negative. They are the actions that serve no other purpose than to disrupt. Spreading rumors, name calling and accusations are examples of these.
Often the negative conflicts take us away from what we really should be doing which is achieving the Vision of the company. Instead we end up putting out fires and doing what we often call "babysitting." As a leader it can be the most draining part of your work.
However, successfully proactively dealing with individuals' communication style and behavior can be quite rewarding. Part of leadership is becoming a master of reading people. Learning what makes someone do what they do allows us to potentially curb that behavior for a more positive one. It comes at a cost though. It forces us to own the communication process. We must accept that our actions dictate the actions of others and that can make us resentful because we can't make the other person own their behaviors. What we need to remember is we cannot change others, we can only change ourselves. And it's only when we change that others will.
At any one time you and your people are at different stages in their life which they have different needs. Each individual communicates differently and interprets information differently. In addition, people learn differently, have different needs and constantly battle their own insecurities. As leaders, we must learn how to "read" these behaviors, adjust our communication to match theirs and still try to get something accomplished. On top of all that, we need to own our behavior, and to a certain degree, the behaviors of others. This is quite a daunting task. While this can be very difficult, it is one of the major factors that separates leaders from managers.
Conflicts in business arise every day. These can be positive, such as collaborating on a new production process. It may create disagreements and even arguments, but the goal of the group is not to attack, but make the process better. Other conflicts may be negative. They are the actions that serve no other purpose than to disrupt. Spreading rumors, name calling and accusations are examples of these.
Often the negative conflicts take us away from what we really should be doing which is achieving the Vision of the company. Instead we end up putting out fires and doing what we often call "babysitting." As a leader it can be the most draining part of your work.
However, successfully proactively dealing with individuals' communication style and behavior can be quite rewarding. Part of leadership is becoming a master of reading people. Learning what makes someone do what they do allows us to potentially curb that behavior for a more positive one. It comes at a cost though. It forces us to own the communication process. We must accept that our actions dictate the actions of others and that can make us resentful because we can't make the other person own their behaviors. What we need to remember is we cannot change others, we can only change ourselves. And it's only when we change that others will.
Monday, June 8, 2009
Lights! Camera? Action!
I heard a saying the other day that a habit is a behavior repeated many times. There's a crucial lesson in that saying, and I think it deals with applied learning.
The biggest piece of this process, as it invariably is with every formal or informal education I've received in my lifetime, is trying to apply what I've learned. I can't think of an instructor who hasn't preached this very same mantra over and over, but I'm surprised by how often I've disregarded it. Is this perhaps why I continue to feel the need to be "educated"?
As Dan indicated in the previous post, we've gone through many of the sections of reading and for the most part I've found the material to be interesting. Let's define interesting: hmm, that seems accurate, for the most part, to someone in a land far, far away. I use the words "theoretical" and "in theory" a lot when I'm learning to indicate that I'm intellectually processing data but I haven't lived it. My last session with Dan we spent discussing the things I'd learned, but most importantly what I've done to apply the lessons. As luck would have it, there are situations daily that require the practicing leadership skills. Who knew?
Thinking about the specific things we've talked about during an actual situation isn't the easiest thing, another thing that every instructor says. But practicing makes it easier and I guess that's the point. Make it a habit. The funny thing is, I'm a big fan of various physical activities that require repetition to build muscle memory. Why I've never embraced this concept in the behavior sense is a mystery to me.
Or maybe this is all just an elaborate Jedi mind-trick Dan's playing on me. Food for thought.
The biggest piece of this process, as it invariably is with every formal or informal education I've received in my lifetime, is trying to apply what I've learned. I can't think of an instructor who hasn't preached this very same mantra over and over, but I'm surprised by how often I've disregarded it. Is this perhaps why I continue to feel the need to be "educated"?
As Dan indicated in the previous post, we've gone through many of the sections of reading and for the most part I've found the material to be interesting. Let's define interesting: hmm, that seems accurate, for the most part, to someone in a land far, far away. I use the words "theoretical" and "in theory" a lot when I'm learning to indicate that I'm intellectually processing data but I haven't lived it. My last session with Dan we spent discussing the things I'd learned, but most importantly what I've done to apply the lessons. As luck would have it, there are situations daily that require the practicing leadership skills. Who knew?
Thinking about the specific things we've talked about during an actual situation isn't the easiest thing, another thing that every instructor says. But practicing makes it easier and I guess that's the point. Make it a habit. The funny thing is, I'm a big fan of various physical activities that require repetition to build muscle memory. Why I've never embraced this concept in the behavior sense is a mystery to me.
Or maybe this is all just an elaborate Jedi mind-trick Dan's playing on me. Food for thought.
Thursday, June 4, 2009
It sounded good when I read it, but...
A common theme that Kyle (and many others) have brought up as they go through the materials is, "this all sounds good and I agree with the concepts, but does this actually work in the real world?" For the most part I will say, "Yes, it does."
When I discuss things related to communication and leadership with my clients, they are often surprised that they have heard this information before. There are many books that discuss these topics, and for the most part, they say the same things. Yet we get hung up on the belief that these concepts may work in other situations, but not ours.
The basics of leadership and communication are relatively simple. It's about understanding and being understood. Though the concepts are simple, it doesn't mean they are easy. Best practices work best when they are practiced. Sometimes we get it in our heads that once is good enough or if it doesn't work the first time then it won't work... EVER. Neither statement is true. The art of leadership and communication requires constant practice. Saying something once means it's rarely remembered. However when you reinforce it multiple times the outcomes change. For example, many companies have a Vision statement. How many people know it? More importantly, how many understand how their job impacts its outcome?
Here's an exercise for the business leaders out there. Ask your people to tell you the company Vision statement. In most cases, less than one out of every ten can tell it to you. Why? Often because it was created absent of any involvement of the staff. In addition, after it was created it was assumed that people would learn it through osmosis. Just by walking into the corporate office, you will come to know it and live it. Nothing could be further from the truth. But if you have a Vision and if you find ways to incorporate that Vision into your daily discussions with your people, the ratio changes. Through the dialog you create an understanding of the idea and the impact each person's job has on it. Now eight out of every ten may know and understand it.
So the concepts are simple, but not easy. In order to be successful you must practice your communication every day and you must be willing to adjust and improvise as necessary. Leadership is as much art as it is science. That is why some are more successful at applying these traits than others. Everything from personality to ability to attitude impact the outcome. This is why these concepts usually work. When they don't it may be from the belief that they would not work in the first place. Make a difference, put in the effort on some simple concepts to get the maximum result.
When I discuss things related to communication and leadership with my clients, they are often surprised that they have heard this information before. There are many books that discuss these topics, and for the most part, they say the same things. Yet we get hung up on the belief that these concepts may work in other situations, but not ours.
The basics of leadership and communication are relatively simple. It's about understanding and being understood. Though the concepts are simple, it doesn't mean they are easy. Best practices work best when they are practiced. Sometimes we get it in our heads that once is good enough or if it doesn't work the first time then it won't work... EVER. Neither statement is true. The art of leadership and communication requires constant practice. Saying something once means it's rarely remembered. However when you reinforce it multiple times the outcomes change. For example, many companies have a Vision statement. How many people know it? More importantly, how many understand how their job impacts its outcome?
Here's an exercise for the business leaders out there. Ask your people to tell you the company Vision statement. In most cases, less than one out of every ten can tell it to you. Why? Often because it was created absent of any involvement of the staff. In addition, after it was created it was assumed that people would learn it through osmosis. Just by walking into the corporate office, you will come to know it and live it. Nothing could be further from the truth. But if you have a Vision and if you find ways to incorporate that Vision into your daily discussions with your people, the ratio changes. Through the dialog you create an understanding of the idea and the impact each person's job has on it. Now eight out of every ten may know and understand it.
So the concepts are simple, but not easy. In order to be successful you must practice your communication every day and you must be willing to adjust and improvise as necessary. Leadership is as much art as it is science. That is why some are more successful at applying these traits than others. Everything from personality to ability to attitude impact the outcome. This is why these concepts usually work. When they don't it may be from the belief that they would not work in the first place. Make a difference, put in the effort on some simple concepts to get the maximum result.
Friday, May 29, 2009
We don't talk anymore
Our discussion this week focused on communication. The reading assignments discussed the need of employees to collaborate in order to maximize the effectiveness of today's organizations. I was a huge fan of The West Wing and a quote used in that show came up in the reading:
"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." - Margaret Mead
I like what the reading had to say about putting together strong teams and motivating them through common goals. Within the framework of collaboration and teams, my discussion with Dan focused on interpersonal dynamics. This is the area that received little attention but my experience suggests its the biggest obstacle to success. Even outside of removing personal agendas, removing barriers to effective communication and getting everyone on the same page ... there is still the fact that some people just don't seem to like each other. It doesn't mean they can't work together, but it's not a recipe for a great team either. Dan emphasized how critical communication is in those instances and we talked about examples from my past, identifying areas when the communication wasn't as effective as it needed to be.
So it seems like everything comes back to communication. I think my mom told me that when I was a kid. I'm pretty sure my wife says this all the time. One of these times I'm going to start listening.
"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." - Margaret Mead
I like what the reading had to say about putting together strong teams and motivating them through common goals. Within the framework of collaboration and teams, my discussion with Dan focused on interpersonal dynamics. This is the area that received little attention but my experience suggests its the biggest obstacle to success. Even outside of removing personal agendas, removing barriers to effective communication and getting everyone on the same page ... there is still the fact that some people just don't seem to like each other. It doesn't mean they can't work together, but it's not a recipe for a great team either. Dan emphasized how critical communication is in those instances and we talked about examples from my past, identifying areas when the communication wasn't as effective as it needed to be.
So it seems like everything comes back to communication. I think my mom told me that when I was a kid. I'm pretty sure my wife says this all the time. One of these times I'm going to start listening.
Saturday, May 23, 2009
Leading through... leading
The reading and discussion came back to the concept of leadership. Contrary to my own opinion (and an earlier posting), leaders are made instead of born. At least, that's what the authors at Resource Associates Corporation say.
There's a lot of evidence presented to support that conclusion and I can buy it, for the most part. In some respects, its kind of like saying an athlete makes it to the professional ranks as a result of their hard work. Of course that's true. But if you believe that's all there is to it, you're ignoring the fact that they're also born with a great deal of innate ability. What sets them apart from others is that they've maximized their abilities through hard work.
In my opinion, the same applies to leadership. I've had the pleasure of working with some people I'd categorize as strong leaders and without question they work hard at what they do. They listen, they seek input, they have a great sense of who they are and they have a vision of the future. I'd argue that these people were born with certain gifts (and it varies by person) that others were not. They maximized their abilities. They recognized their limitations and compensated for them. But I'm not ready to discount the idea that they had a little more to work with from the start.
The trick is, I think we're all born with certain strengths, that we all have certain abilities that set us apart and above the rest. Maybe it's just a matter of recognizing those abilities and putting in the work to maximize them. If someone asked, what abilities would you talk about?
There's a lot of evidence presented to support that conclusion and I can buy it, for the most part. In some respects, its kind of like saying an athlete makes it to the professional ranks as a result of their hard work. Of course that's true. But if you believe that's all there is to it, you're ignoring the fact that they're also born with a great deal of innate ability. What sets them apart from others is that they've maximized their abilities through hard work.
In my opinion, the same applies to leadership. I've had the pleasure of working with some people I'd categorize as strong leaders and without question they work hard at what they do. They listen, they seek input, they have a great sense of who they are and they have a vision of the future. I'd argue that these people were born with certain gifts (and it varies by person) that others were not. They maximized their abilities. They recognized their limitations and compensated for them. But I'm not ready to discount the idea that they had a little more to work with from the start.
The trick is, I think we're all born with certain strengths, that we all have certain abilities that set us apart and above the rest. Maybe it's just a matter of recognizing those abilities and putting in the work to maximize them. If someone asked, what abilities would you talk about?
Sunday, May 17, 2009
Goals, goals, goals
As our sessions have continued, the workload has increased. This week Dan asked me to snatch a pebble from his hand. Not really. But we are biting off bigger chunks of the material between each session.
The reading and discussion centered around goals, planning them, aligning them, achieving them. If you're like me, you've had a great deal of experience with the goal-setting process, both professionally and personally. I allow for the reality of accidental achievement, but for the most part I don't think people really get anywhere without setting goals. The difference is in how specific your goal-setting process is and where you ultimately end up.
As noted in an earlier post, I don't make much progress unless I have a clear vision of where I'm going. I relate this to goal-setting, except I haven't always been formal about the process. I haven't, for instance, spent a lot of time writing goals down. There were several references to the power of this simple action in the chapters I read, as well as several references to the fact that people overlook that step because they believe it's too obvious. Check.
The next section of my reading dealt with turning goals into action. I thought this was a valuable area and I made a lot of notes in the margins. I never do this. The concept of S.M.A.R.T. goals was covered, as well as how fear (of failure, of criticism, of the unknown) can derail the effort. The piece I found most interesting was on affirmations. Admittedly, it took me a reading or two to get over the Stuart Smalley "Daily Affirmations skit on SNL. But once I did, I really liked the idea of making a goal a constant part of your daily life, surrounding yourself with images and positive self-talk, as a way of moving in that direction.
So now I'm going to give this concept a try. Because I'm good enough, I'm smart enough and, doggone it, people like me!
The reading and discussion centered around goals, planning them, aligning them, achieving them. If you're like me, you've had a great deal of experience with the goal-setting process, both professionally and personally. I allow for the reality of accidental achievement, but for the most part I don't think people really get anywhere without setting goals. The difference is in how specific your goal-setting process is and where you ultimately end up.
As noted in an earlier post, I don't make much progress unless I have a clear vision of where I'm going. I relate this to goal-setting, except I haven't always been formal about the process. I haven't, for instance, spent a lot of time writing goals down. There were several references to the power of this simple action in the chapters I read, as well as several references to the fact that people overlook that step because they believe it's too obvious. Check.
The next section of my reading dealt with turning goals into action. I thought this was a valuable area and I made a lot of notes in the margins. I never do this. The concept of S.M.A.R.T. goals was covered, as well as how fear (of failure, of criticism, of the unknown) can derail the effort. The piece I found most interesting was on affirmations. Admittedly, it took me a reading or two to get over the Stuart Smalley "Daily Affirmations skit on SNL. But once I did, I really liked the idea of making a goal a constant part of your daily life, surrounding yourself with images and positive self-talk, as a way of moving in that direction.
So now I'm going to give this concept a try. Because I'm good enough, I'm smart enough and, doggone it, people like me!
Monday, May 11, 2009
Working early on to define Vision and Leadership
Kyle mentioned my challenge to him to think of legacy in terms of leadership. What differentiates really good leaders from great ones is their ability to create an environment where everyone understands the Vision, knows the role they play, and is empowered to excel. The true test of this is what happens when the leader is not there.
There were periods of my life as a leader where I dreaded leaving the office for vacation. I believed that I would return to a larger mess when I got back and regret taking the time off. I would prove myself right every time. When I made my people capable of doing the job functions and understanding the outcomes, I found fewer fires when I returned from time off.
Leadership has many variables. Kyle and I discussed some of them as we began digging into the work. We even got on the subject of nature vs. nurture when it comes to producing great leaders. While leaders are not born, who they are has significant impact on their abilities. And even the right leader now may not always be the right person for that situation in the future. So timing can impact leadership as well. That is why so many variables make up a leader and the decisions that leader makes. The challenge is finding out where you fit and can you sidestep ego and insecurity to do what is right.
There were periods of my life as a leader where I dreaded leaving the office for vacation. I believed that I would return to a larger mess when I got back and regret taking the time off. I would prove myself right every time. When I made my people capable of doing the job functions and understanding the outcomes, I found fewer fires when I returned from time off.
Leadership has many variables. Kyle and I discussed some of them as we began digging into the work. We even got on the subject of nature vs. nurture when it comes to producing great leaders. While leaders are not born, who they are has significant impact on their abilities. And even the right leader now may not always be the right person for that situation in the future. So timing can impact leadership as well. That is why so many variables make up a leader and the decisions that leader makes. The challenge is finding out where you fit and can you sidestep ego and insecurity to do what is right.
Friday, May 8, 2009
An authentic vision
Well I'm now very much into the coursework of this process. Which means I have reading assignments each week, question sets at the end of each chapter and (gasp) critical thinking exercises.
My inclination is to revert to college study-mode when it comes to the reading and question material. Specifically, I glance at the information occasionally during the week and then try to cram the night before (and day of) the test. The test in this case being our coaching sessions. This process uses spaced repetition to drive memory. The concept being that if I read over the material several times, 5 is recommended, I will both retain more of the information and pick up on new concepts with each reading. That doesn't work very well if you try to read it through five straight times the day before.
I've gotten better at actually spacing out the reading now and I've found this helps me make the transition from learning to applying the info to my work. Go figure, right? I'm sure a number of my former professors are right now shaking their head in disgust.
The last two weeks have focused on what it means to be authentic and the importance of vision. Some of the reading resonates immediately with me, while other items don't fit neatly with my experiences. Dan and I had a long conversation about what makes a great leader. My concept is weighted toward the characteristics you would notice in someone right away: passion, ability to articulate a point of view, ability to rally people, intelligence. And yes, I believe you can tell if a person has these qualities in a short amount of time.
The item Dan left me with was the concept of creating a sustainable organization/legacy. In other words, a great leader can create something that not only succeeds while they're in charge but also succeeds after they leave. I wonder how many people are at odds with this concept? It's contrary to much of what we seem to strive for, things like making a big contribution, being the person with all the answers, being indispensable.
I've got to think about this one for awhile. In addition to my new homework. Great.
My inclination is to revert to college study-mode when it comes to the reading and question material. Specifically, I glance at the information occasionally during the week and then try to cram the night before (and day of) the test. The test in this case being our coaching sessions. This process uses spaced repetition to drive memory. The concept being that if I read over the material several times, 5 is recommended, I will both retain more of the information and pick up on new concepts with each reading. That doesn't work very well if you try to read it through five straight times the day before.
I've gotten better at actually spacing out the reading now and I've found this helps me make the transition from learning to applying the info to my work. Go figure, right? I'm sure a number of my former professors are right now shaking their head in disgust.
The last two weeks have focused on what it means to be authentic and the importance of vision. Some of the reading resonates immediately with me, while other items don't fit neatly with my experiences. Dan and I had a long conversation about what makes a great leader. My concept is weighted toward the characteristics you would notice in someone right away: passion, ability to articulate a point of view, ability to rally people, intelligence. And yes, I believe you can tell if a person has these qualities in a short amount of time.
The item Dan left me with was the concept of creating a sustainable organization/legacy. In other words, a great leader can create something that not only succeeds while they're in charge but also succeeds after they leave. I wonder how many people are at odds with this concept? It's contrary to much of what we seem to strive for, things like making a big contribution, being the person with all the answers, being indispensable.
I've got to think about this one for awhile. In addition to my new homework. Great.
Sunday, May 3, 2009
The things I don't know about myself
My first sessions with Dan focused on an introduction to the coaching process and the results of my attribute assessment. It also marked the end of my passive participation in this process, as I now have homework(!) and Dan's expectation is that my discussion drives our sessions from here on out. Luckily, I haven't often been short of things to say. Insightful things? That's another story.
I''m always fascinated with the results of personal assessments I've taken over my career. Why don't they have this stuff in high school? Mine might have saved me a trip to the emergency room by indicating I had no business trying to pole vault. Some simple bullet points about participating in sports that are land-based, explore activities that engage your mind and don't, whatever you do, talk about girls you like with seniors who think it's fun to watch a sophomore squirm ... invaluable. But I digress.
This assessment consisted of two exercises of matching statements based on my agreement or values. Pretty painless, as far as assessments go. I think it took all of ten minutes and I didn't spend a lot of time second-guessing. That makes me believe that the results are a truer indication of who I really am.
As Dan mentioned, I scored higher (if that's the right terminology, probably not) in the areas of big picture thinking and human interaction with the company/process/system. The reason I've always enjoyed these assessments is that I invariably agree with the results, based on my self-perception. Not only that, but I also tend to think that the areas I score high on are the areas that everyone would want to score high on. This seems to point to a high level of self-esteem and, sure enough, this assessment indicates that's true.
On the flip side, I tend to stall out in the details and action steps if I don't understand the big picture or feel the human side of the equation hasn't been adequately addressed. I've always been envious of people who were ultra-productive, the people who always seemed to churn out large volumes of work. I get exhausted just watching these people. Based on my findings, I get a clue as to why I've never seen myself as one of those people.
The only area of the results that gave me pause were the characteristic statements made about my type of person, based on the assessment. The Empathy section, for instance, included statements like "Understanding of others but not as trusting" and "Willing to manipulate others to achieve goals". What the what?!?! That doesn't sound good. Dan explained the terms in positive terms but I'm still a little dubious. Can I retake that part?
All in all, I'm happy to get the process moving and using the results to frame the way our sessions will go makes sense to me. Now if you'll excuse me, I've got some homework to do...
I''m always fascinated with the results of personal assessments I've taken over my career. Why don't they have this stuff in high school? Mine might have saved me a trip to the emergency room by indicating I had no business trying to pole vault. Some simple bullet points about participating in sports that are land-based, explore activities that engage your mind and don't, whatever you do, talk about girls you like with seniors who think it's fun to watch a sophomore squirm ... invaluable. But I digress.
This assessment consisted of two exercises of matching statements based on my agreement or values. Pretty painless, as far as assessments go. I think it took all of ten minutes and I didn't spend a lot of time second-guessing. That makes me believe that the results are a truer indication of who I really am.
As Dan mentioned, I scored higher (if that's the right terminology, probably not) in the areas of big picture thinking and human interaction with the company/process/system. The reason I've always enjoyed these assessments is that I invariably agree with the results, based on my self-perception. Not only that, but I also tend to think that the areas I score high on are the areas that everyone would want to score high on. This seems to point to a high level of self-esteem and, sure enough, this assessment indicates that's true.
On the flip side, I tend to stall out in the details and action steps if I don't understand the big picture or feel the human side of the equation hasn't been adequately addressed. I've always been envious of people who were ultra-productive, the people who always seemed to churn out large volumes of work. I get exhausted just watching these people. Based on my findings, I get a clue as to why I've never seen myself as one of those people.
The only area of the results that gave me pause were the characteristic statements made about my type of person, based on the assessment. The Empathy section, for instance, included statements like "Understanding of others but not as trusting" and "Willing to manipulate others to achieve goals". What the what?!?! That doesn't sound good. Dan explained the terms in positive terms but I'm still a little dubious. Can I retake that part?
All in all, I'm happy to get the process moving and using the results to frame the way our sessions will go makes sense to me. Now if you'll excuse me, I've got some homework to do...
Sunday, April 26, 2009
Pre-Work and the Kickoff
Part of my process requires the client to do some work before we get started with the coaching. To get things going, I require my clients to fill out a brief questionnaire regarding their expectations of our work together. This allows the client to start defining their definition of success in our relationship as well as their expectations of me. This helps us lay out some ground rules early on about my interaction with Kyle. Some of the questions include, "Where do you see yourself in two years?" and "How would you like to receive feedback from me?"
I also require my clients to complete an assessment called the Attribute Index. This assessment helps us look at patterns of thought. Since we all process information differently, the Attribute Index helps define the client's bias and clarity on their thinking, doing, and feeling traits. This helps us understand how we process information and what changes that causes in our behavior. By doing this assessment early on, I can help Kyle recognize some areas we may want to address in our conversations. The tool also ties in well with the material I use and we can align specific attributes to different life categories.
Prior to the kickoff, the results of both the questionnaire and assessment is reviewed. Kyle learned that he had high levels of understanding in the thought patterns related to systems and people. His strengths in these areas were integrating systems with human resources, organizational and human resource development, applying systemic thinking to humanistic resources or needs, respect for policies, understanding people, and big picture thinking.
Much of this process is about developing strengths within the individual. We want to take what someone is already good at and make them better. The assessment also addressed a number of minimizers that could negatively impact Kyle's performance. I will let Kyle share these with you if he chooses, and you will likely see some of the challenges come out as we work together. What I focus on is how do we take someone's strengths to overcome their weaknesses, and then how as leaders do we surround ourselves with the right people to fill in the gaps we cannot change about ourselves.
The Attribute Index also measures internal patterns, or what we think of ourselves. Kyle is both strong and balanced between the patterns of Self Esteem, Role Awareness, and Self Direction. He craves continuous improvement within himself and believes in lifelong learning. For this reason, he should be a good candidate for coaching.
The next step is the kickoff. At this point I introduced Kyle to my process for learning and development. Because I have materials that Kyle will be working from, and a program that will last 16 weeks, I take the time to cover the process with some detail. In the kickoff, we discuss the importance of change and that it requires us to open our minds to new ways of doing things. I also share the concept of learning through spaced repetition along with some of the subject matter we will be covering. Finally I wrap up with an introduction to the materials we will utilize over the next 4 months as part of the development process and give out the fieldwork for the first week. My clients are required to spend some time reading the materials as well as start work on an action plan which will help us uncover specific goals to work on over our time together and beyond. I ask my clients to invest an additional thirty minutes to an hour a day on the materials. Kyle and I are scheduled to connect again next week to review.
I also require my clients to complete an assessment called the Attribute Index. This assessment helps us look at patterns of thought. Since we all process information differently, the Attribute Index helps define the client's bias and clarity on their thinking, doing, and feeling traits. This helps us understand how we process information and what changes that causes in our behavior. By doing this assessment early on, I can help Kyle recognize some areas we may want to address in our conversations. The tool also ties in well with the material I use and we can align specific attributes to different life categories.
Prior to the kickoff, the results of both the questionnaire and assessment is reviewed. Kyle learned that he had high levels of understanding in the thought patterns related to systems and people. His strengths in these areas were integrating systems with human resources, organizational and human resource development, applying systemic thinking to humanistic resources or needs, respect for policies, understanding people, and big picture thinking.
Much of this process is about developing strengths within the individual. We want to take what someone is already good at and make them better. The assessment also addressed a number of minimizers that could negatively impact Kyle's performance. I will let Kyle share these with you if he chooses, and you will likely see some of the challenges come out as we work together. What I focus on is how do we take someone's strengths to overcome their weaknesses, and then how as leaders do we surround ourselves with the right people to fill in the gaps we cannot change about ourselves.
The Attribute Index also measures internal patterns, or what we think of ourselves. Kyle is both strong and balanced between the patterns of Self Esteem, Role Awareness, and Self Direction. He craves continuous improvement within himself and believes in lifelong learning. For this reason, he should be a good candidate for coaching.
The next step is the kickoff. At this point I introduced Kyle to my process for learning and development. Because I have materials that Kyle will be working from, and a program that will last 16 weeks, I take the time to cover the process with some detail. In the kickoff, we discuss the importance of change and that it requires us to open our minds to new ways of doing things. I also share the concept of learning through spaced repetition along with some of the subject matter we will be covering. Finally I wrap up with an introduction to the materials we will utilize over the next 4 months as part of the development process and give out the fieldwork for the first week. My clients are required to spend some time reading the materials as well as start work on an action plan which will help us uncover specific goals to work on over our time together and beyond. I ask my clients to invest an additional thirty minutes to an hour a day on the materials. Kyle and I are scheduled to connect again next week to review.
What to look for in a coach
As I have said before, The Coaching Project's purpose is to give people a firsthand experience of coaching. More accurately, it is an experience of a particular style of coaching because there is no one written standard for the coaching practice. If the thought of hiring a coach interests you, then you will want to know what questions to ask.
Here are some things to consider when seeking out the services of a coach:
Reason - What is your purpose for hiring a coach. Is it sales focused? Are you seeking a business adviser? Are you looking for greater work/life balance? Coaches may specialize in one or more of these aspects. You have to determine if you are seeking a generalist or someone who targets a specific need.
Reputation - It seems like nowadays everyone is becoming a coach and there may be a number of different reasons why. Make sure your coach is passionate about his/her work and has the reputation to back it up. Seek references from the coach's clients. Ask specific questions about style of coaching and outcomes achieved.
Chemistry - How do you and the coach interact during the interview process? Do you feel like you can trust this person? If you two mix like oil and water then it is probably not a good fit. Find someone you can connect with.
Interest - Who spends most of the time talking? Is it you or the coach? Reputation is important, but the coach should not spend forty-five minutes talking about himself. Does this person show a true interest in you? Do they ask lots of questions and can they listen. Coaching is not consulting. A good coach seeks to help you discover the answers you already possess.
Process - Every coach has a process. Some are more defined than others. How is this person going to generate a conversation with you? You are hiring this person to help you achieve results. Seek out a coach who has the tools needed to get you where you want to be.
Commitment - What is your commitment to the process? Is it just a couple of meetings or is it longer? How serious are you about changing? There are three commitments you have to define: Time, Money, and change. Any coaching relationship that works requires time. Are you going to have fieldwork to do? What is the amount of time you will have to spend outside of your coaching meetings to get the results you want? Money is also a consideration. Coaching fees can range from $50 an hour to thousands for a long term commitment. Which will provide the best results for your investment. Don't be surprised if it is not the cheapest one. Finally you will need to commit to change. This is harder than it sounds and is often the biggest challenge that most people face.
Be sharp. Do your research and find that person that best fits your needs. And if you still have questions, please feel free to give me a call.
Here are some things to consider when seeking out the services of a coach:
Reason - What is your purpose for hiring a coach. Is it sales focused? Are you seeking a business adviser? Are you looking for greater work/life balance? Coaches may specialize in one or more of these aspects. You have to determine if you are seeking a generalist or someone who targets a specific need.
Reputation - It seems like nowadays everyone is becoming a coach and there may be a number of different reasons why. Make sure your coach is passionate about his/her work and has the reputation to back it up. Seek references from the coach's clients. Ask specific questions about style of coaching and outcomes achieved.
Chemistry - How do you and the coach interact during the interview process? Do you feel like you can trust this person? If you two mix like oil and water then it is probably not a good fit. Find someone you can connect with.
Interest - Who spends most of the time talking? Is it you or the coach? Reputation is important, but the coach should not spend forty-five minutes talking about himself. Does this person show a true interest in you? Do they ask lots of questions and can they listen. Coaching is not consulting. A good coach seeks to help you discover the answers you already possess.
Process - Every coach has a process. Some are more defined than others. How is this person going to generate a conversation with you? You are hiring this person to help you achieve results. Seek out a coach who has the tools needed to get you where you want to be.
Commitment - What is your commitment to the process? Is it just a couple of meetings or is it longer? How serious are you about changing? There are three commitments you have to define: Time, Money, and change. Any coaching relationship that works requires time. Are you going to have fieldwork to do? What is the amount of time you will have to spend outside of your coaching meetings to get the results you want? Money is also a consideration. Coaching fees can range from $50 an hour to thousands for a long term commitment. Which will provide the best results for your investment. Don't be surprised if it is not the cheapest one. Finally you will need to commit to change. This is harder than it sounds and is often the biggest challenge that most people face.
Be sharp. Do your research and find that person that best fits your needs. And if you still have questions, please feel free to give me a call.
Saturday, April 25, 2009
Bio
Kyle Humphrey is currently the Director of Marketing at Unity Health Insurance, located in Sauk City, WI. In this role, Mr. Humphrey oversees the creation and execution of Unity's strategic marketing efforts, including advertising, communications, public relations, CRM, web marketing and market research.
Mr. Humphrey has 15 years experience in the health care industry, the majority in managed care. Prior to joining Unity Health Insurance in June of 2008, Mr. Humphrey worked for KCI, a global manufacturer and distributor of advanced wound healing products based out of San Antonio, TX. His responsibilities included national marketing and regional management of managed care contracts. He spent 11 years with Mayo Clinic in Rochester, MN, serving in a variety of sales and marketing executive leadership roles.
Mr. Humphrey values life-long learning. He received his B.S. in Marketing from the University of La Crosse-Wisconsin and earned an M.B.A. from Winona State University. In addition to his professional career, Mr. Humphrey also taught undergraduate courses at Viterbo University's Dahl School of Business in La Crosse, WI.
Mr. Humphrey has 15 years experience in the health care industry, the majority in managed care. Prior to joining Unity Health Insurance in June of 2008, Mr. Humphrey worked for KCI, a global manufacturer and distributor of advanced wound healing products based out of San Antonio, TX. His responsibilities included national marketing and regional management of managed care contracts. He spent 11 years with Mayo Clinic in Rochester, MN, serving in a variety of sales and marketing executive leadership roles.
Mr. Humphrey values life-long learning. He received his B.S. in Marketing from the University of La Crosse-Wisconsin and earned an M.B.A. from Winona State University. In addition to his professional career, Mr. Humphrey also taught undergraduate courses at Viterbo University's Dahl School of Business in La Crosse, WI.
Thursday, April 23, 2009
The Willing Participant
As Dan indicated in his opening post, he needed someone willing to participate in his executive coaching program and blog about the experience. Presumably he wanted someone in a leadership position so they have a chance to utilize the skills learned and the kind of potential to really maximize the experience (from the standpoint of intellect, leadership, vision, etc.). Until he finds that person, he's asked me to participate.
My name's Kyle Humphrey and I'm excited to work through the coaching process and share my thoughts as we progress. I have had years of formal education (my bio is coming in the next post) and have supplemented that through a number of continuing educational opportunities as a professional. However, I've never had formal coaching. New things are good, right?
I hope you enjoy following along with us. I know I'm looking forward to it. And if you know of someone who fits the criteria in the opening paragraph, maybe wait a few weeks to let them know.
My name's Kyle Humphrey and I'm excited to work through the coaching process and share my thoughts as we progress. I have had years of formal education (my bio is coming in the next post) and have supplemented that through a number of continuing educational opportunities as a professional. However, I've never had formal coaching. New things are good, right?
I hope you enjoy following along with us. I know I'm looking forward to it. And if you know of someone who fits the criteria in the opening paragraph, maybe wait a few weeks to let them know.
Thursday, April 16, 2009
Meet the Coach
ent="Word.Document">
Daniel Paulson
CBC
Daniel Paulson is President/CEO of InVision Business Development and is a strategist, executive coach, writer, and public speaker. His certifications include: Certified Business Coach and Attribute Index Assessments. As a coach and strategist, Dan works internationally with CEO’s, Boards of Directors, and business professionals to develop the skills necessary to become world-class organizations that deliver on performance, profitability, and customer loyalty. He has written for Business Watch, several trade publications, and actively blogs about current events in business.
Dan also has a loyal following with his “Biz Bits” online monthly newsletter which is recognized for its short, to-the-point messages about success in business. He has participated in other collaborative book projects and intends to release his first solo project “Apples to Apples” in late 2009.
Dan’s company works with executives to get the profit out of their plan. He founded InVision Business Development in 2005 to help leaders address their challenges with people, planning and process. He recognized early in his professional career that strategic plans often fail due to poor communication and improper alignment to the Vision of the company. Taking his expertise in strategy and leadership development, Dan has helped many companies grow and prosper. He speaks nationally to groups on the subjects of strategy, leadership, sales and customer loyalty.
Active in community projects, Dan works with local chambers of commerce to help small businesses establish themselves. He is actively involved in DMI (Downtown Madison, Inc.) and has been on the advisory boards for Techskills and Madison Media Institute. He currently serves on the board of directors for With Wings and a Halo (www.withwingsandahalo.org), a not for profit dedicated to supplying books and backpacks to emergency workers to give to children affected by traumatic events.
You can contact and follow Dan directly at:
InVision Business Development
Phone: 608-235-5320
Fax: 608-935-2010
Web: www.invisionbusinessdevelopment.com
Blog: www.invisionbusinessdevelopment.com/blog/
LinkedIn: www.linkedin.com/in/invisionu
Facebook: http://www.facebook.com/people/Dan-Paulson/1027446144
Twitter: www.twitter.com/Invision_brand
An Introduction to The Coaching Project
Since starting InVision Business Development in 2005, I have seen the advantages that Executive Coaching can have on an individual and a business. Yet there are many out there who have wondered about coaching but may have been afraid to make the investment or didn't know what was involved in the coaching process.
Then came the idea to create an interactive place where people can observe and share in the coaching process. The internet and blogging provide an excellent public forum to post ideas and commentary about the process, but it would need a willing participant to share their experiences. Fortunately I was able to find an individual willing to share his experience in going through the process. So after jumping through a little red tape, we are ready to launch The Coaching Project.
Then came the idea to create an interactive place where people can observe and share in the coaching process. The internet and blogging provide an excellent public forum to post ideas and commentary about the process, but it would need a willing participant to share their experiences. Fortunately I was able to find an individual willing to share his experience in going through the process. So after jumping through a little red tape, we are ready to launch The Coaching Project.
Subscribe to:
Comments (Atom)