San Francisco Bay Area Executive Coaching

Motivation at Work - Creating Fully Engaged Employees

Creating Fully Engaged Employees

One of my executive coaching clients is working on increasing her ability to motivate her executive leadership team to become better at executing the corporate strategy. I am coaching her to become a better at engaging her people on an emotional level, and  helping  team members throughout the organization become more fully engaged.

The CEO of her company knows that for the organization to thrive depends on all company leaders to be competent at motivating others. Human Resources is partnering with me in supporting senior leaders to motivate others by building authentic relationships.  Our current executive coaching and leadership consulting work is also focused on helping leaders at all levels increase their ability to motivate team members.

Rethinking Motivation

Most business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their management practices in years, which means they’re incapable of creating high-performance teams.

Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation. Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence.

The old “carrot-and-stick” mentality may actually inhibit employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems.

So, how can you successfully tap into workers’ inherent motivation and creative drive? How can you boost the number of actively engaged employees from the paltry 33 percent reported by the Gallup Organization? And how can you sustain employees’ enthusiasm after their first 30 days on the job?

You need to engage employees by making sure organizational goals fit their values. Workers are motivated to achieve what can seem impossible results when leaders are close to the hearts and minds of their people.

Are you working in a company or law firm where some leaders seem to be good at motivating others from within? Does your company or law firm provide leadership coaching and leadership development to help leaders develop motivational skills? During hard economic times, leaders at all levels need to motivate others to get work done.

One of the most powerful questions you can ask yourself is “Am I good at motivating others by appealing to their deeply held values?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders to be better at motivating others.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where the ability to motivate people is a core competency for leaders. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected].

Influencing Others at Work - 3 Core Rules

Influencing Others at Work

One of my executive coaching clients is working on increasing his ability to influence other members of the executive leadership team. I am coaching him to become a better listener, and to help team members become more fully engaged.

The CEO of his company knows that for the organization to thrive depends on all company leaders to be more adept at influencing key stakeholders. Human Resources is partnering with me to support senior executives in improving their ability to persuade others. Our current executive coaching and leadership consulting work is also focused on helping leaders at all levels increase their ability to influence team members.

Influencing Others

You probably already know how to handle a tense situation intelligently. You wouldn’t be in your position today if you didn’t. At least subconsciously, you’re experienced in going from attack mode to emotional mode to smart mode.

Every difficult conversation involves your reptile, mammalian and human brains. Unfortunately, much of your wisdom lies buried in your instincts. You can’t always access what’s required to manage tense emotions at the precise moment you need it.

Typically, a few minutes after a stressful encounter, your pulse and breathing start to slow, and you calm down a little. Shortly thereafter, you gain enough self-control to begin reviewing your options. And later, you start thinking, “There’s a smart way to resolve this so everybody wins.”

But if you’ve reacted with harsh words in the heat of the moment, you may have already screwed up a sale, alienated a coworker or lost someone’s esteem.

3 Core Rules for Getting Through to People

Rule 1: Move from “Oh, F#@&!” to “OK”

In a stressful encounter, you may have less than two minutes to gain control and salvage the situation—a slender window of opportunity that gives you an advantage over everyone else in the room. You’ll be the only person who’s thinking straight.

In Just Listen: Discover the Secret to Getting Through to Absolutely Anyone, psychiatrist Mark Goulston recommends a five-step mental process during such crises, whether you’re dealing with a fender-bender, an enraged teenager or a work situation:
1. “Oh, F#@&!” (Reaction Phase): “This is a disaster. I’m screwed. What just happened? It’s all over.”
2. “Oh, God!” (Release Phase): “This is a huge mess. I’m stuck with it. Why does this always happen to me?”
3. “Oh, Jeez!” (Re-Center Phase): “All right, I can fix this, but it’s not going to be fun.”
4. “Oh, Well…” (Refocus Stage): “I’m not going to let this ruin my life/career/day/relationship. Here’s what I need to do right now to make it better.”
5. “OK.” (Reengage Phase): “OK, I’m ready to fix this. Let’s go.”

Goulston says that you can’t solve a crisis in two minutes. But you can think your way through to possible solutions quickly. These mental steps give you a way to create a path out of panic mode and into solution mode. You’ll then be able to say the right things instead of making things worse.

Rule 2: Rewire Yourself to Listen

Many of us don’t listen well, especially with the people we deal with each day. We think we already know what they’re going to say.

As a result, we mistake insecurity for arrogance, fear for stubbornness and legitimate anger for a dismissive “he’s just a jerk.” We talk around, over and up against people, with little actual listening to them.

We often size people up instantly, forming some pretty good first impressions. The problem is, these impressions last forever, and many are a jumbled mix of fact, fiction, prejudice and unconscious intuitions. They affect our conversations with others for months or even years to come.

We use the following filters to put people in mental boxes before we really know them:
• Gender (and all the stereotypes that go with it...)
• Generation (age)
• Ethnic background (names, skin color, accent, etc.)
• Education (level, manner of speaking)
• Looks (dress, hair, body size, style)
Check your filters, and examine how well you truly hear what someone is saying.

Rule 3: Make the Other Person Feel “Felt”

Put yourself in the other person’s shoes so you can change the dynamics of a relationship in a heartbeat. In that instant, you “get” each other, and this breakthrough leads to cooperation, collaboration and effective communication.

When you mirror what another person feels, she’s hardwired to mirror you in return. When you say, “I understand what you’re feeling” — and you mean it — she will feel grateful and, in return, express her appreciation with a desire to understand you. It’s an irresistible biological urge that pulls another person toward you.

Inside every angry person is a scared or nervous soul in need of empathy. If you ignore this person’s feelings, you’ll keep hitting the same brick wall of anger, antagonism or apathy.

When you make the person feel “felt,” you’re likely to transform yourself from a stranger or enemy to a friend and ally. You’ll get less attitude and obstruction, more support and an improved chance to get your message through. If this sounds too simple to be true, go ahead and try it out for yourself.

Are you working in a company or law firm where some leaders seem to be good at influencing others? Does your company or law firm provide leadership coaching and leadership development to help leaders develop influencing skills? Leaders at all levels need to influence others to get work done.

One of the most powerful questions you can ask yourself is “Am I a good listener and adept at influencing others?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders to be better at influencing others.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where the ability to influence key people is appreciated and rewarded. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected].

Leading and Influencing Co-Workers – Engagement by Listening

Leading and Influencing Co-Workers

One of my executive coaching clients is working on increasing her ability to influence other members of the executive leadership team. I am coaching her to become a better listener, and to help team members become more fully engaged.

The CEO of her company knows that for the organization to thrive depends on all company leaders to be more adept at influencing key stakeholders. Human Resources is partnering with me to support senior executives in improving their ability to persuade others.  Our current executive coaching and leadership consulting work is also focused on helping leaders at all levels increase their ability to influence team members.

Have you noticed that some people have a knack for getting through to people, convincing them to buy into their plans, goals and desires?

It may seem like magic, but it really isn’t. The art of persuasion is easier to learn than you may think.

When you look for and find that “loose brick“ — what the other person really needs from you — you can tear down even the strongest barriers and connect with people in ways you never thought possible.

Right now, if you’re like most, there are a few people in your life to whom you can’t seem to get through. They may be team members, subordinates, clients or maybe even your boss. Perhaps it’s a partner or spouse, defiant teen or angry “ex.”

You try persuasion, logic, pleading, and bargaining, but you hit a wall every time. The more you try, the more your efforts backfire.

Most people, when faced with resistance, up-shift to higher gears. They speak louder, persuade harder, encourage, cajole, and then argue and push. The end result is greater resistance.

When you do the opposite, however — when you just listen, ask, mirror and reflect back to people what you hear — you’ll achieve the results you seek. You’ll start to get through to the people you need to reach, no matter how difficult they can be.

Are you working in a company or law firm where some leaders seem to be good at influencing others? Does your company or law firm provide leadership coaching and leadership development to help leaders develop influencing skills? During hard economic times, leaders at all levels need to influence others to get work done.

One of the most powerful questions you can ask yourself is “Am I good at influencing others?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders to be better at influencing others.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where the ability to influence key people is appreciated and rewarded. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected].

Resilient Managers and Jerk Bosses: Dealing with a Jerk Boss

Resilient Managers and Jerk Bosses

One of my senior manager executive coaching clients is working on leading her boss and helping her to do her job better. I am coaching a several middle managers to better lead their boss, and help team members become more fully engaged.

The middle managers know that for their company to thrive depends on all company leaders and team members to take initiative and lead up. Human Resources is partnering with middle managers to become more assertive in leading their boss.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their ability to lead up. Unfortunately, some unenlightened bosses are not open to feedback from subordinates.

Dealing with a Jerk Boss

In some cases, all of the best data in the world won’t convince your boss that you’re right. If he’s a jerk, he’s probably insecure. He acts tough because he’s afraid of losing his job and control over others.

Jerk bosses cannot be reasoned with, so don’t even try. You can roll over, fight back or leave. Choose wisely.

Bounce Back

Ultimately, what really matters is how we recover when things don’t go our way. Resilience gives you the strength you need when faced with rejection.

Review these points:
•  What happened?
•  What could I have done better?
•  What did I learn?

The resilience to bounce back from a raw deal distinguishes those who succeed from those who become stuck, bitter and angry. It’s important for you to remain focused on goals and engaged in the process of fulfilling them.

True leaders will step up to the plate, regardless of where they fall on the organizational food chain. They see a need and are driven to find solutions. When they distrust their senior leaders, they spot opportunities to step in, lead up and prove their value.

Never give up on your dreams, and continue your pursuit of making a difference.

Are you working in a company or law firm where mangers are assertive in leading up? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative and be more confident and assertive? During turbulent economic times, leaders at all levels need to listen deeply and act decisively.

One of the most powerful questions you can ask yourself is “Am I a middle manager who is resilient when dealing with a jerk boss?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who are appropriately assertive, and are resilient when working under a jerk boss.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected].

Managers on the Way Up: Assertive Diplomacy

Managers on the Way Up

One of my senior manager executive coaching clients is becoming better at leading her boss and helping her to do her job better. I am coaching a several middle managers to better lead their boss, and help team members become more fully engaged.

The middle managers know that for the company to thrive depends on all company leaders and team members to take initiative and act decisively. Human Resources is partnering with middle managers to become more confident and assertive in helping the organization execute its strategy.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their ability to lead.

Assertive Diplomacy

Taking initiative requires assertiveness, confidence and decisiveness. Effective leaders radiate power and seem to be in total control.

But too much assertiveness (i.e., aggressiveness) drives people away, discourages collaboration and causes people to resist your influence.

Assertiveness, by definition, is the outcome of acting like a leader; that is, it gives people a reason to believe in your abilities to decide, act and lead others.

Managers on the way up want to ensure they’re seen as “assertive enough.” Those at or near the top are often advised to be “less assertive.” In truth, there’s a special kind of assertiveness that is just right — a quiet confidence and power that’s called “reflective assertiveness.” It emerges from experiences, including one’s trials and triumphs. It requires both humility and resilience.

To cultivate reflective assertiveness, you must:
1.  Listen first. A leader’s ability to listen signals that he values others’ ideas and input.
2.  Keep it low. People know where power lies. You don’t need to advertise it. If you model quiet power, you can remain calm when tempers fly.
3.  Act decisively. The payoff to reflective assertiveness is decisiveness. You demonstrate strength by acting confidently. Even if you need some time to think before taking action, you can keep people informed about how the decision-making process is progressing.

Challenge Ideas, Not People

It takes gumption to challenge assumptions and the status quo. Middle managers must care enough to shake things up, and they’re in a perfect position to see what doesn’t work.

Those who resist your ideas will undoubtedly outnumber your supporters at first, but persistence pays off. Begin by challenging “the way we’ve always done it.” You must be willing to rethink options. Only then can you create new possibilities and solutions.

At the same time, you may find it uncomfortable to challenge those in authority. It’s a natural feeling. The trick is to challenge assumptions, not the individuals in positions of power. Focus on ideas, not personalities.

Push Back

Not all bosses want to be led. Some fear their authority will be undermined. Others are so insecure that leadership from below is a threat that must be stamped out at all cost.

These obstacles shouldn’t prevent you from trying to lead your boss, when appropriate. Observe the following guidelines:
•  Stick with the facts. Management is rooted in valid data, so build your arguments with fact-based evidence. Make sure your research is on point, and dig to find other points of view so you can counter them.
•  Ask others to challenge your premise. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
•  Don’t confuse causation with correlation. Just because there’s a link between two issues doesn’t mean one provoked the other.

Are you working in a company or law firm where mangers are assertive in initiating change? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative and be more confident and assertive? During uncertain economic times, leaders at all levels need to listen deeply and act decisively.

One of the most powerful questions you can ask yourself is “Am I a middle manager who is confident, assertive and acts decisively?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who are appropriately assertive, and where employees are fully engaged.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected].

How Middle Managers Can Lead Up: The View from Above

Middle Managers Lead Up

One of my senior manager executive coaching clients is becoming better at recognizing what her boss needs and helping her to do her job better. I am coaching a number of middle managers to better lead their boss, and help team members become more fully engaged.

The middle managers know that for the company to thrive depends on all company leaders and team members to take initiative and follow through. Human Resources is partnering with middle managers to become more proactive in helping the organization achieve its goals.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their collective performance.

The View from Above

Developing managers who can lead from the middle is a sound management practice that won’t undermine a CEO’s authority. When these managers take ownership of issues, make decisions and accept accountability for the results, their bosses have the freedom to think and act strategically, without getting bogged down in tactical matters.

This not only creates a stronger organization in the short run, but it equips emerging leaders for greater challenges and advancement to senior leadership positions. And with flagging confidence in today’s senior leaders, there’s no better time for leadership to come from below.

What’s Needed to Lead Up?

To lead up, you must:
•  Establish trust by following through on your commitments; be impeccable with your word; do what you say you’ll do.
•  Connect with others authentically and honestly.
•  Get out of the spotlight; share the credit with others.
•  Demonstrate that you can think and act for the boss by taking initiative and following through.
•  Use common sense; think before you act; listen to others.
•  Do what’s practical to help the organization achieve its goals.

You will also need to think and act strategically, which requires creativity and imagination:
•  Think critically and strategically.
•  Challenge the status quo and conventionality.
•  Reframe opportunities.
•  Get out of your box and out of your cubicle.
•  Turn information into knowledge.
•  Deal with ambiguity and uncertainty.

Are you working in a company or law firm where mangers establish trust by following through on your commitments? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in helping the organization achieve its goals? During difficult economic times, leaders at all levels need to listen and influence people to align people and processes.

One of the most powerful questions you can ask yourself is “Am I a middle manager who regularly challenges the status quo?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment based on trust where employees are fully engaged.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected]

Leading Your Boss: 3 Questions to Ask

Leading Your Boss

One of my senior manager executive coaching clients is becoming better at recognizing what her boss needs to do her job better. I am coaching a number of middle managers to lead their boss, and help team members become fully engaged.

The middle managers know that for the company to thrive depends on all company leaders and team members to make the right things happen. Human Resources is partnering with middle managers to become more proactive in solving company challenges.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their collective performance.

3 Questions to Ask

Managers who lead up demonstrate they’re aware of the bigger picture. They’re ready, willing and able to do whatever it takes to strengthen the organization and team.

Managers need to ask themselves three questions:

1.  What does the leader need? The boss is responsible for motivating her people to get things right. What does she need to do her job better? To help her, you’ll need to think more strategically and act tactically.

2.  What does the team need? Teams don’t always pull together because egos get in the way. The boss ends up spending valuable time soothing hurt feelings. What if a team member were to step forward and help bring everyone together? This would free the boss to focus on bigger issues, and the team would be more productive.

3.  What can I do to help the leader and team succeed? Perhaps you can take on more responsibility or step back and let others rally. Maybe you can sacrifice a personal need that allows the team to conquer a challenge. What will it take to help everyone push ahead?

When you can answer these questions and formulate an action plan, you’ll have a roadmap for leading your boss in ways that make her look good and the team succeed. You’ll  emerge as a team player who is adept at making the right things happen.

Your ability to lead up is an indication of your potential to become a senior leader. How you demonstrate initiative, overcome obstacles and promote resilience are critical measures of senior leadership. If you influence your boss and convince others to work together, you’ll open the door to future promotions and the chance to lead the entire organization.

Are you working in a company or law firm where mangers first ask permission and then step up to lead their boss? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in identifying and solving problems? During tough economic times, leaders at all levels need to influence people to overcome challenges and achieve team and company goals.

One of the most powerful questions you can ask yourself is “Am I a middle manager who can effectively lead my boss?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and help company leaders make and execute good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers are more proactive in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected]

Leading from the Middle: Middle Managers Step Up

Leading from the Middle

One of my senior manager executive coaching clients is becoming better at recognizing and solving problems. I am coaching a number of middle managers to lead their boss, and provide needed guidance so that all employees are fully engaged.

The middle managers know that for the company to thrive depends on all company leaders to help improve the company’s condition especially in difficult economic times. Human Resources is partnering with middle managers to develop a mindset of being more proactive in solving company challenges.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve business decisions.

What’s Happening

You see a problem. There’s a clear need for action within a certain time frame. You’ve discussed the issues and possible solutions many times with your boss, and she has agreed with your way of thinking. For unexplained reasons, she hasn’t acted or given you the go-ahead. What do you do?

This could be a situation in which you take action and lead your boss. You develop a plan on your own, gather data (both pro and con), suggest a course of action and ask permission to move forward.

In doing so, you’re filling a leadership void through prompt decision-making and follow-through. You’re demonstrating what it takes to “manage upward,” or lead your boss. But you’ll soon discover that you need buy-in from more people, including peers and subordinates. You’ll have to become a leader without authority — an ambassador sans portfolio.

Emerging from the Middle
 
Those who succeed at leading from the middle are artful, skilled managers who:
•    Establish goals
•    Plan projects
•    Organize people
•    Execute projects on time and on budget

To accomplish this, you must rethink what you want to achieve and how you’re going to do it. In essence, you’re not acting for yourself, but for the good of the organization. This requires initiative, persuasion, influence, courage and persistence.

Perhaps the most crucial element is a large dose of passion. You must care deeply and want to make a difference because such efforts can carry big risks.

Leading up requires courage, confidence and determination. You might fear how your boss will respond. You might doubt your right to lead up, but managers carry a responsibility to do what they can to make a difference.

Are you working in a company or law firm where mangers are stepping up to lead their boss when appropriate? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in identifying and solving problems? During tough economic times, leaders at all levels need to make appropriate decisions and influence people without formal authority.

One of the most powerful questions you can ask yourself is “Am I a middle manager who manages both up and down?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and help company leaders make and execute good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers are more proactive in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected]

Middle Managers as Leaders: Managing Up and Down

Managing Up and Down

One of my leadership consulting clients is aware that there is a lack of trust in senior management. I am coaching a number of middle managers to be more proactive and provide needed guidance so that all employees are fully engaged.

The middle managers know that for the company to thrive depends on all company leaders to help improve the company’s condition especially in difficult economic times. Human Resources is partnering with middle managers to develop a mindset of being more proactive in solving company challenges.  Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve business decisions.

There is a lack of trust in senior management, according to a survey by the human-resource firm Watson Wyatt:
•  Only 49 percent of employees have trust and confidence in their senior managers.
•  Just 55 percent say senior leaders behave consistently with core values.
•  Only 53 percent believe senior management has made the right changes to stay competitive.

Clearly, much is going wrong in the workplace. Some 40 percent of surveyed executives doubt their leaders have credible plans to address the economic crisis. Certainly, this lack of confidence harms an organization’s ability to move forward.

In light of these problems, middle managers have unprecedented opportunities to become more proactive by stepping forward and offering course corrections — and they should act with deliberate speed. Good times allow organizations to ride out challenges, but today’s tough financial climate won’t permit a wait-and-see approach.

While senior executives don’t set out to fail, research shows they make several common mistakes:
•  80 percent fail because of ineffective communication skills and practices.
•  79 percent fail because of poor work relationships and interpersonal skills.
•  69 percent fail because of person/job mismatch.
•  61 percent fail because they didn’t clarify direction and performance expectations.
•  56 percent fail because of delegation and empowerment breakdowns.

When strong leadership doesn’t come from above, it’s up to the organization itself — in particular, the people in the middle — to launch a rescue operation.

Are you working in a company or law firm where mangers are stepping up to improve trust in leadership? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a middle manager who manages both up and down?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and trust that company leaders will make good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture based on leaders who can be trusted. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to [email protected]