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VIDEO: ENTER THE DANGER : 3 Recommendations for New Managers

ENTER THE DANGER 3 Recommendations for New Managers   A new management position is opening at your organization and you know you’re a top performer and possibly a candidate. Upper management is scanning the horizon for the perfect fit in the new position. There are many qualified candidates that have been around longer than you, […] Read more

Linda Linfield

Posted on April 29, 2015 by

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. Taken from principles of psychology, these barriers […] Read more

Charles Rogel

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

Charles Rogel

Posted on January 4, 2014 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

Charles Rogel

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

Linda Linfield

Posted on September 4, 2013 by

6 Steps to Deal With an Office Jerk

Each of us has worked with at least one jerk at some point in our careers. Negative workplace interactions have effects that reach far beyond the expanse of cubicles.  According to a workplace-research study that followed 800 Israeli workers for a period of 20 years, workers with little peer social support (i.e. who have to […] Read more

Posted on July 30, 2013 by

Generic Leadership Traits Don’t Work for 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

Tracy Maylett

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

Linda Linfield

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. For some, distinguishing between the two tactics can be daunting. Here’s a brief overview that […] Read more

Linda Linfield

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

Linda Linfield

Posted on April 1, 2013 by

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