Open Navigation
This is where the mobile secondary nav button would go

Four Barriers to Leadership Intelligence

As we work with leaders to provide 360-degree feedback, we encounter four common defense mechanisms that people use to discount negative perceptions they find in their report.  We call these “barriers to leadership intelligence” because they prevent leaders from gaining the self-awareness they need to become better leaders. Read more

Posted on March 14, 2014 by

Leadership Coaching: What type? Who gets it? Who does it?

Coaching is becoming one of the most effective and important activities for developing leaders in organizations. In fact, a recent poll conducted by ASTD found that 47 percent of all respondents ranked coaching and feedback as most critical to their organization’s success in the next three years. Many organizations recognize the need and value of […] Read more

Posted on January 4, 2014 by

Functional Team Primacy: Are you playing a different game?

Think about your leadership team—it’s a group of high-power, high-capability individuals that works to maintain and improve organizational success.  Now, consider each individual on that team: every leader has likely come from a different professional background, with a discrete career path.  The Vice President of Human Resources, Sheryl, likely started her career in an entry-level […] Read more

Posted on December 9, 2013 by

Have You Looked into Your Johari Window Lately?

The Johari Window, developed by Joseph Luft and Harrington Ingham in the mid-fifties, is often one of the fundamental exercises used in feedback and leadership training.  The premise behind the model is that there are parts of who we are that are known, and parts that are not known—both to ourselves and to others.  Understanding […] Read more

Posted on October 16, 2013 by

5 Steps for Giving Feedback

Providing upward feedback, or speaking truth to power, is a challenge in organizations everywhere. Two years ago I was working with a leader who was known for getting things done; she was results focused, and very used to personally delivering on her commitments.  At the time, she was identified as a person with high potential to […] Read more

Posted on September 4, 2013 by

Your Coworkers Might be Killing You

Each of us has worked with at least one jerk at some point in our careers.  Maybe you were unfortunate enough to be managed by a tyrannical and unethical 40-something man—still living with his mother—whose business was quickly boarded up when he skipped town because he couldn’t make payroll.  Then again, maybe you’re just stuck […] Read more

Posted on July 30, 2013 by

Generic Traits Don’t Work for Leadership—or 360-Degree Feedback

When I received my copy of Inc. Magazine’s June issue, the cover quickly caught my attention: “7 Traits of True Leaders”As I read through the articles in this issue, I noticed that the feature article, written by Leigh Buchanan, described these seven desirable traits as those that may have been previously considered feminine:  empathy, vulnerability, […] Read more

Posted on July 10, 2013 by

How to Coach Based on Different Personality Types

Personality preferences influence both the coach and the person being coached. For the coach, certain approaches and methodologies will come more naturally, depending on personality. For example, if the coach has a preference for extraversion, he or she may be likely to expect the person being coached to be able to talk things through in […] Read more

Posted on June 10, 2013 by

Coaching vs. Corrective Action: Distinctions for Managers

Over the years as I have coached emerging leaders, I’ve noticed that one of the biggest challenges for both managers and leaders is determining when to employ strategies and tactics of either coaching or corrective action when working with employees.  I generally make a point of explaining the difference between the tactics briefly in each […] Read more

Posted on May 13, 2013 by

Six Barriers to Leadership Coaching

One assumption we often make is that managers are motivated to help employees learn and grow. That’s not always the case. In fact, many managers have other motives, desired end-results, and circumstances that can get in the way of coaching and developing others.  Some of these leadership coaching barriers include: Achievement orientation. or the focus on […] Read more

Posted on April 1, 2013 by