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. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Greenleaf 100

Greenleaf Maslow Goleman Core Competence 100

Persuasive Powerhouse

AUGUST 31, 2010

This book highlights Paul’s significant experience in a 40-year career of managing people and as a well-respected consultant to managers and their organizations across the globe. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Skills 181

Skills Books Blog Mentor 181

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). Consider belonging to an “advisory group” of external, non competing peers (such as a Mastermind group). Have trusted advisors surrounding you. These are the people who will give you their unbiased opinion.

Ethics 184

Ethics Morale Open-book Blog 184

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. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. I was off in my thoughts a lot. Thanks for the link.

Self-aware 176

Self-aware Stress Blog Greenleaf 176

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. Good stuff.

Blog 172

Blog Self-aware Trout Learning-by-Doing 172

Persuasive Powerhouse

OCTOBER 17, 2010

He’s establishing a regular rhythm for getting feedback from his direct reports. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It’s hard work. He has also asked a senior executive to be a mentor to him. We just need to ask.

Delegation 154

Delegation Learning-by-Doing Blog Mentor 154

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

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. Leaders who operate in this mode lose their peers in no time flat. They over focus on short term results and under focus on relationships.

Bottom-up 177

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

Persuasive Powerhouse

DECEMBER 14, 2010

he wasn’t the person responsible, but someone who reported to him was). Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. I had a client who very publicly took the blame for something done in his organization (i.e.,

Learning-by-Doing 188

Learning-by-Doing Blog Environment Greenleaf 188

Strategy Driven

MARCH 11, 2011

These observations are intended to contextualize the Enron case studies in broader terms than were reported in the news media: Conditions Which Allowed It to Occur. Core Business. Enron (like many other companies) got into areas beyond their core competencies. The company issued everything through written news releases.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57