Persuasive Powerhouse

JULY 5, 2010

Inquiry (or more appropriately, asking questions to coach others to come up with their own solutions) is a central skill set for helping others to develop. These are the people who’ve had many years of experience managing others, which makes it even more puzzling that the skill of inquiry hasn’t been accepted and valued.

Leadership Styles 202

Leadership Styles Greenleaf Maslow Blog 202

Persuasive Powerhouse

JULY 21, 2010

You stop at a window that has an aging, yellowed 360 report and think, “What is that?”. That takes great listening skills, courage and real caring, all of which are sadly underdeveloped in most companies I know – not to mention a culture that has trust as its foundation. 360’s are a featured item in the Leadership Museum.

Self-aware 176

Self-aware Bottom-up Greenleaf Maslow 176

Persuasive Powerhouse

SEPTEMBER 13, 2010

At one point in my career, I worked for a man who was a tyrant, bigot and sexist. The tyrant boss reported directly to this VP. It took a lot of courage (some may call this stupidity) to report the transgressions of my boss to his boss. If that is true, when do we step up to leadership ourselves?

Leadership 150

Leadership Follow-up Blog Greenleaf 150

Persuasive Powerhouse

OCTOBER 6, 2010

At work, I have learned to seek out others (some in my department, some above my department, some that report to my department) who are trying to improve (learn) themselves. There was a time when I thought I knew everything; however, with a 3 year-old daughter, I now realize how little I know.

Greenleaf 100

Greenleaf Maslow Goleman Core Competence 100

Persuasive Powerhouse

JULY 19, 2010

Liz was not someone considered to have “leadership potential” before John took over the division they worked in.

Executive Coaching 167

Executive Coaching Blog Greenleaf Maslow 167

Persuasive Powerhouse

SEPTEMBER 6, 2010

On this Labor Day, I give homage to those who shaped my own early career: Mom: Who taught me the art of domestic engineering: how to wash dishes, vacuum floors, make beds, and do the laundry with a sense of pride in the finished product. I’d give him a report and he’d say “Good work. Thanks for sharing.

Influence 174

Influence Blog Bottom-up Learning-by-Doing 174

Persuasive Powerhouse

SEPTEMBER 15, 2010

Count up how many times you’ve met with: - your direct reports - your peers - people in your other relationship networks (customers,clients, suppliers, and yes, even family and friends) What are you missing by not being intentional about those relationships? I dare you to open up your own calendar and take a look at the last month.

Blog 124

Blog Greenleaf Maslow Follow-up 124

Persuasive Powerhouse

AUGUST 15, 2010

they don’t directly report to you; you cannot count on your staff to be completely open). Have trusted advisors surrounding you. These are the people who will give you their unbiased opinion. They are not dependent on you for a paycheck (i.e., Mentors, peers, and an executive coach may work.

Ethics 184

Ethics Morale Open-book Blog 184

Persuasive Powerhouse

SEPTEMBER 8, 2010

Informally visiting with your direct reports, your employees, and your peers often doesn’t require a lot of effort or time. Folks need to understand you are really no different than them, you are just at a different place at a different time along your career path and therefore have a different role right now. They lack people skills.

Blog 172

Blog Self-aware Trout Learning-by-Doing 172

Harvard Business Review

DECEMBER 17, 2013

Our first accomplishments as professionals are usually rooted in our skill as individual contributors. In most fields we add value in the early stages of our careers by getting things done. Sometimes this transition is obvious and dramatic, such as when we’re promoted and obtain our first direct reports or hire our first employees.

Goleman 14

Goleman Supply Chain Leadership Styles McKinsey 14

Persuasive Powerhouse

OCTOBER 27, 2010

Although anecdotal, there is some connection to the research out there as well as what others who meditate regularly have reported. A disclaimer: I’ll do my best to illustrate what I believe are the distinguishing benefits of meditation for me and how they might benefit you as a leader. I was off in my thoughts a lot.

Self-aware 176

Self-aware Stress Blog Greenleaf 176

Persuasive Powerhouse

OCTOBER 17, 2010

He’s establishing a regular rhythm for getting feedback from his direct reports. October 17th, 2010 | Author: Mary Jo Asmus One of my clients, a mid-level leader in a large organization, is working to get better at leadership by setting some stretch goals. It’s hard work. He has also asked a senior executive to be a mentor to him.

Delegation 154

Delegation Learning-by-Doing Blog Mentor 154

The Practical Leader

OCTOBER 25, 2023

Since I began studying, applying, and teaching leadership skills early in my career, I’ve believed that high performers are made, not born. That takes us off the hook and provides an easy out from the difficult work of reframing our outlook and building our leadership skills. Leaders are made rather than born.”

Emotional Intelligence 52

Emotional Intelligence Goleman Follow-up Leadership Development 52

Persuasive Powerhouse

OCTOBER 24, 2010

I think that another way to make sense of all this lack of time is to ask the person who needs a certain report or whatever it is why they need it, and perhaps there’s a better source for getting this information. However, it seems that what’s not important to me may be very important to someone else. Especially in a big company?

Learning-by-Doing 185

Learning-by-Doing Blog Class Open-book 185

Great Leadership By Dan

NOVEMBER 1, 2007

Zenger and Folkman (2002) report that the top 10% of leaders produce five times as much net profit as the bottom 10 %, and twice as much as average leaders. They have the functional and technical skills and knowledge necessary to make intelligent decisions and take prudent action. They have the operational skills to make things happen.

Agility 120

Agility Leadership Goleman ROI 120

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. They rate lower than direct reports, direct managers and the participants’ self assessments. Relationship building has resulted in greater effectiveness and personal satisfaction in my position and career.

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

MAY 13, 2015

He cited Malcolm Gladwell and Daniel Goleman (of Emotional Intelligence fame) as examples of thought leaders who are actually “synthesizers” of information. Says Dearlove, “These guys bring communication skills and an ability to bring complex ideas and make something out of them, but it’s not their [original] research.”

Cialdini 8

Cialdini Reputation Goleman Emotional Intelligence 8

Coaching Tip

APRIL 23, 2013

We now know that these skills alone predict more than 50 percent of performance – which is more than can be said for IQ, or even for technical skills. Among the benefits that organizations have reported: EQ has twice the power of IQ to predict overall performance. Daniel Goleman, Annie McKee, Richard E. Related articles.

Freedman 113

Freedman Emotional Intelligence Self-aware Chief Operating Officer 113

Persuasive Powerhouse

DECEMBER 14, 2010

he wasn’t the person responsible, but someone who reported to him was). So I’m not sure I agree with your “introducing it slowly&# , although it is better than not doing it at all. I had a client who very publicly took the blame for something done in his organization (i.e., He didn’t regret it.

Learning-by-Doing 188

Learning-by-Doing Blog Environment Greenleaf 188