Posted on Mon, Jun 27, 2011 @ 03:12 PM
Executives in our coaching program showed significant improvement in Emotional Intelligence competencies.
Study participants improved:
71% in Self-Awareness
63% in Self-Management
59% in Social Awareness
58% in Relationship Management
Posted on Mon, Jun 27, 2011 @ 03:10 PM
Data from a reputable survey show that executive coaching yields a Return On Investment (ROI) of 6 times the cost.
Posted on Mon, Jun 27, 2011 @ 03:08 PM
90% of leaders who participated in our in-depth leadership development program said that it made them a better leader.
Posted on Mon, Jan 31, 2011 @ 03:00 AM
I like the way I am. I don’t want to change. I am good enough. Leave me alone.
Have you ever tried to work with a person or a group like that? Apathy, what do you do when you are faced with it? It is really hard to get through.
Why do individuals and groups become apathetic?
Here are some thoughts:
It might cover something. What might that be? What is the person (or group) afraid to look at or reveal to others?
Fear of criticism. Raising the bar implies criticism. Maybe the group views acceptance of mediocrity as being kind to each other.
Conflict aversion. This is related to fear of criticism…I don’t want to hurt anyone’s feelings, so I won’t mention that I see a possible improvement or an error.
No burning platform. Maybe they are unaware of any reason to change. Good enough is good enough. Change is hard and the status quo is comfortable.
Lack of awareness that things can be different. We have never seen it done any other way.
No competition. If we are the only providers of this service, we might not be very good, but we are the best there is.
Here are some possible antidotes:
Challenge with specifics. Apathy thrives on generalities. Require specific improvements.
Measure outcomes. You know the acronym…Specific, Measurable, Attainable, Realistic, and Time Bounded (SMART).
Educate. Increase awareness of competition and the accomplishments of others.
Make challenge acceptable. Normalize challenging the process and each other.
Ban personal attacks. Create an atmosphere that allows objective dialogue only, no personal attacking.
Posted on Mon, Dec 20, 2010 @ 03:00 AM
Do you have a colleague who includes a lot of detail in their conversation?
Do they seem to go on and on?
Do you wish they would deliver their message with fewer words?
Me too. But when I need the information that they have, I need to learn to manage my impatience and effectively communicate by being a good listener.
Here are 4 strategies to be a good listener. (Even if you don’t want to.)
- Listen for nuggets of information that you need. Focus on those.
- Ask questions to steer the conversation in the direction that you need it to go.
- Take notes. Discipline your wandering mind by writing down salient points.
- Challenge yourself to learn something. If your colleague’s mind works differently from yours, you may pick up something valuable.
I hope I have been brief enough!
Posted on Mon, Aug 09, 2010 @ 03:44 AM
We’ve all seen it. A particular behavior causes us problems, so we make a concerted effort to change it. And the changes work, for a while. Then we gradually slide right back to the old behavior and end up with the same problems.
Why does this happen? And why is it so hard for human beings to effectively change a behavior pattern for good?
The answer isn’t because we are weak or unwilling to change. It lies in brain patterns. These are the brain pathways that develop when we repeat a behavior over and over again. Each time we perform an action we strength the neuronic pathways in the brain, making them more efficient and easier to use.
The Interstate Highway in our Brain. A familiar behavior pattern is like speeding down the interstate on cruise control. Even though we may slow down or change lanes once in a while, we are still on the highway.
Changing an ingrained behavior means getting off the interstate and getting onto a back road full of ruts and bumps. Who wants to do that? It is so much less efficient. In order to create a new behavior, we have to slow down, try something new, and be aware of how much slower it is going to be, at least for a while.
Creating New Patterns. The key to real behavioral change is to create new patterns. The only way to do that is to be intentionally different, even if (or especially if) it less effective. As we perform these new behaviors, they create new pathways in our brain. And the more we repeat them, the more they become like second nature—the more they become like a new interstate.