San Francisco Bay Area Executive Coaching

What Do You Need to Stop Doing?

“We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They need to learn what to stop.”

- Management expert Peter Drucker, as quoted by Marshall Goldsmith in What Got You Here Won’t Get You There

I recently spoke with the CEO of a San Francisco Bay Area company regarding providing executive coaching and leadership development for their senior executives. She asked some very insightful questions to determine fit. She specifically wanted to know how I worked with different personality styles, and my methods for facilitating changes in thinking and behavior.

The CEO and I spoke about my emotional intelligence-based approach to coaching, and my belief that possessing a psychological understanding of human behavior based on neuroscience is important for coaching executives. We also spoke of the need for her organization to create a culture where innovation and creativity flourishes. As part of that effort, leaders would need to change some of their bad habits.

The CEO is interested in collaborating with me to help create a socially intelligent corporate culture based on openness and respect. We further discussed how company leaders can benefit by working with a seasoned executive coach.

Stop it!

Almost all of us delude ourselves about our workplace achievements, status and contributions. This isn’t necessarily a bad thing, but it can certainly mislead us when we are told we need to change.

It can be challenging for high-level executives to improve their interpersonal skills. We tend to believe the habits that have helped us rack up achievements in the past will continue to foster success in the future. But as the title of his recent book asserts, What Got You Here Won’t Get You There, according to executive coach Marshall Goldsmith.

The more frequently you are promoted to higher levels of executive responsibility, the more important your interpersonal relationship skills are to your success—and the more challenging it is to change bad habits.

It’s natural for successful people to believe that what contributed to their past accomplishments will continue to work for them. They also assume that they can—and will—succeed, no matter what. “Just give me a goal, and let the games begin!” they think to themselves.

But when it comes to changing the way we interact with our peers and direct reports, we often fail to recognize the steps required for ongoing results. Part of this stems from healthy denial, while part may be sheer ignorance. Only when confronted with performance or promotional issues do we open our minds and take action to change bad habits. This usually triggers emotional hot buttons of self-interest.

How Leaders Change Bad Habits

“We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They need to learn what to stop.”

- Management expert Peter Drucker, as quoted by Marshall Goldsmith in What Got You Here Won’t Get You There

I recently spoke with the CEO of a San Francisco Bay Area company regarding providing executive coaching and leadership development for their senior executives. She asked some very insightful questions to determine fit. She specifically wanted to know how I worked with different personality styles, and my methods for facilitating changes in thinking and behavior.

The CEO and I spoke about my emotional intelligence-based approach to coaching, and my belief that possessing a psychological understanding of human behavior based on neuroscience is important for coaching executives. We also spoke of the need for her organization to create a culture where innovation and creativity flourishes. As part of that effort, leaders would need to change some of their bad habits.

The CEO is interested in collaborating with me to help create a socially intelligent corporate culture based on openness and respect. We further discussed how company leaders can benefit by working with a seasoned executive coach.

The Power of Habit

In his thought provoking book “The Power of Habit”, Charles Duhigg, an investigative reporter for The New York Times, tackles an important reality head on. That is, people succeed when they identify patterns that shape their lives--and learn how to change them. This idea--that you can indeed change your habits--draws on recent research in experimental psychology, neurology, and applied psychology.

Duhigg looks at the habits of individuals, how habits operate in the brain, how companies use them, and how retailers use habits to manipulate buying habits. The author's main contention is that "you have the freedom and responsibility" to remake your habits. He says "the most addicted alcoholics can become sober. The most dysfunctional companies can transform themselves. A high school dropout can become a successful manager."

"The Habit Loop" explains exactly what a habit is. According to the author, habits make up 40% of our daily routine.  The process within our brains is a three-step loop.  First, there is a cue, a trigger that tells your brain to go into automatic mode and which behavior to use. Second, there is the routine, which can be physical or mental or emotional. Finally, there is the reward.

Stop it!

The Rampant Rise of Rudeness

Rudeness in the Workplace

“These may not be the best of times, and these may not be the worst of times, but for sheer rudeness, these times beat the dickens out of most times.” ~ Roger McElvey, “Mr. Manners,” Men’s Health, May 1995

While leadership development programs may promote social and emotional intelligence, we’re not doing so well in our workplace interactions. A number of my executive coaching clients continue to share with me examples of conversations at work where people are disrespectful. Interpersonal conflict is natural, but we can disagree without being rude.

Over the last 14 years, thousands of workers have been polled on how they’re treated on the job — and a whopping 98% have reported experiencing uncivil behavior. In 2011, half said they were treated rudely at least once a week, up from 25% in 1998.

These startling facts were published in “The Price of Incivility”, a January-February 2013 Harvard Business Review article by Professors Christine Porath and Christine Pearson.

The Costs of Incivility

Most managers know incivility is wrong, but some fail to recognize its tangible costs. Targets often punish their offenders and the organization, although most hide or bury their feelings and don’t view themselves as vengeful.

After polling 800 managers and employees in 17 industries, Porath and Pearson learned how people’s reactions play out. Among workers who have been on the receiving end of incivility:

• 48% intentionally decreased their work effort.
• 47% intentionally decreased the time spent at work.
• 38% intentionally decreased the quality of their work.
• 80% lost work time worrying about the incident.
• 63% lost work time avoiding the offender.
• 66% said their performance declined.
• 78% said their commitment to the organization declined.
• 12% said they left their job because of the uncivil treatment.
• 25% admitted to taking their frustration out on customers.

Incivility is expensive, yet few organizations recognize or take action to curtail it. This leads to several possible outcomes:

• Incivility chips away at the bottom line. Nearly everyone who experiences workplace incivility responds negatively—in some cases, with overt retaliation.
• Employees are less creative when they feel disrespected. When they’re fed up, they leave.
• About half deliberately decrease their efforts or lower the quality of their work.
• Customer relationships are damaged.

Rudeness Realities

Rudeness, whether verbal or behavioral, greatly contributes to deteriorating team spirit and poor performance.

Joel H. Neuman, director of the Center for Applied Management at the State University of New York at New Paltz, cites several common examples:

• Talking about someone behind his or her back
• Interrupting others when they’re speaking or working
• Flaunting status or authority; acting in a condescending manner
• Belittling someone’s opinion to others
• Being late to meetings; failing to return phone calls or respond to memos
• Giving others the silent treatment
• Insults, yelling and shouting
• Verbal forms of sexual harassment
• Staring, dirty looks or other negative eye contact

While it’s truly overbearing to work for a boss who barks orders and belittles employees, most rude behaviors occur between coworkers. The more subtle and malicious forms of rudeness include gossiping, backstabbing, spreading rumors and sabotaging others’ work.

Poor Team Spirit

Simply witnessing incivility has negative consequences.

In one experiment, people who had observed poor behavior performed 20% worse on word puzzles. Witnesses to incivility were less likely than others to help out, even when a colleague had no apparent connection to the uncivil act. Only 25% of those who witnessed incivility volunteered to help (compared to 51% of those who saw nothing).

Lower Creativity

People are 30% less creative when they’re treated rudely, according to an experiment conducted by Amir Erez, a University of Florida management professor. Subjects produced 25% fewer ideas, and their suggestions tended to be less original. When asked about uses for a brick, their responses were logical, but not particularly imaginative: “Build a house,” “build a wall” and “build a school.” More creative ideas originated from participants who had been treated civilly: “Sell the brick on eBay,” “use it as a goalpost for a street soccer game,” “hang it on a museum wall and call it abstract art” and “decorate it like a pet and give it to a kid as a present.”

Rudeness Repels Customers

Consumers are uncomfortable when exposed to rudeness, whether it’s waiters berating busboys or managers criticizing store clerks. Disrespectful behavior causes many patrons to walk out without making a purchase.

In one experiment, half of the participants witnessed a bank representative publicly reprimanding a peer for incorrectly handling credit-card information. Only 20% of those who saw the encounter said they would use the bank’s services in the future (compared with 80% of customers who didn’t see the interaction). And nearly two-thirds of those who watched the exchange said they would feel anxious dealing with any bank employee.

Managing Rudeness Is Expensive

Regardless of the circumstances, people don’t like to see others treated badly. Besides the loss of customers, there’s a cost associated with complaints among workers.

HR professionals say that just one incident can soak up weeks of attention and effort. According to a study conducted by Accountemps and reported in Fortune, managers and executives at Fortune 1000 firms spend 13% of their work time, or 7 weeks a year, mending employee relationships and dealing with incivility’s aftermath. And costs soar, of course, when consultants or attorneys must be brought in to help settle a situation.

The Leadership Solution

The only way to prevent rudeness and incivility is to change the way an organization approaches problems.

Leaders must be aware of the company’s culture: Does it consciously or unconsciously allow for bad behavior? It’s the manager’s job to set limits on work behavior, enforce standards and policies, and deal with difficult employees in a positive way (early, so negative feelings cannot fester).

Examine your organizational culture by checking with the human resources department for complaints of unfair treatment or stress and disability claims. Look for patterns within a department.

Rudeness and workplace incivility can be responses to frustration, fear and uncertainty in high-stress work organizations, especially in an era of downsizing, globalization, new technologies, and economic recession. Stress can be mitigated by a healthy work environment, where employees are trusted and treated with dignity. Studies show that when people perceive the workplace as fair, they don’t act out. 

What Leaders Can Do

Leaders can have a tremendous positive (or negative) impact on the incidence of rudeness. Many leaders are under extraordinary pressure to do more with less, which often impacts their own well-being and tolerance levels. The two main strategies for reducing rudeness are relatively straightforward:

1. Stay physically and mentally healthy.
2. Model the right behavior.

There has never been a more important time for leaders to place priority on their own health. Identify strategies that boost your energy level. Take stock of your purpose, passions and positive strengths to become more robust and resilient.

Every person is different, but common habits that improve resilience include regular exercise, eating well and getting enough rest. It’s also essential to develop supportive relationships and outside interests.

It can take constant vigilance to keep the workplace civil. Let your guard down, and rudeness tends to creep into everyday interactions. Incorporate the following strategies to foster civility: 

• Manage Your Own Behavior. Leaders set the tone, so be aware of your actions and how others perceive you. What you say and do is weighted and easily magnified. Model good behavior (actions and words). In one survey, 25% of managers who admitted to behaving badly said their leaders and role models were rude. If those who climb the corporate ladder tolerate or embrace uncivil behavior, employees are likely to follow suit. So, turn off your iPhone during meetings, pay attention to questions, and follow up on promises.
• Express Appreciation. People need to know they’re valued. Be alert for what they do right, and let them know you’ve noticed their hard work and progress. People become frustrated when their efforts go unrewarded, thereby setting the stage for rudeness.
• Apply the 5:1 Ratio. According to psychology researchers Barbara Fredrickson and Marcel Losada, teams are most effective when they hear feedback that is 5:1 positive to negative. Yet, work groups more often focus on what’s wrong instead of what’s right. It’s not that leaders should be blind to negative performance. They must, however, express 500% more appreciation than criticism if they want to see progress.
• Recognize Small Achievements. Making progress on meaningful work is the most energizing and motivating event an information worker can experience, note Teresa Amabile and Steven Kramer in The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Review Press, 2011). Effective leaders acknowledge even small improvements on a regular basis. This means employees must understand their exact roles within your company.
• Establish a Positive Culture. Employees with a positive mood are 31% more productive, sell 37% more and are 300% more creative, notes business consultant Shawn Achor in “Positive Intelligence” (Harvard Business Review, February 2012). Create a positive mood by supporting physical activity: walking meetings or flexible work hours that allow for daily exercise.

Communication Is Only a Starting Point

Don’t let outwardly positive communications mask rudeness. Positivity can be misused when an overemphasis on political correctness means issues are brushed aside.

Open communications must allow for dissent and reality-based conversations. Negative comments should be aired, but only in effective ways. Point out mistakes to clear the way for progress and appreciation, but be aware of your tone and word choices.

The one statement that best predicts employee engagement is “I have a supervisor or someone at work who seems to care about me as a person,” reveals Gallup research. A genuine interest in your direct reports encourages them to give their best.

Create group norms for how people should handle negative and positive behaviors. Share effective ways to give feedback and hold each other accountable.

Rudeness can’t survive in a culture with norms for handling errors. Achieve desired behaviors by teaching people how to express their opinions in a civil manner.

Civility can, indeed, be taught. As a leader or manager, you’re frequently teaching it in real time by modeling suitable behaviors. You may also benefit from working with an executive coach or mentor with experience in leadership development.

Are you working in a company where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to inspire a collaborative vision? Sustainable leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Does our company culture consciously or unconsciously allow rudeness in the workplace?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their transformational high performance leadership development program.

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 your leaders be aware of the company’s culture, and if consciously or unconsciously it allows for bad behavior. 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.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping  Innovative Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Strategic Talent Management; Leadership Development; Competency Modeling; Succession Management; and Leadership & Team Building Retreats

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Rudeness at Work

The Rampant Rise of Rudeness

Over the last 14 years, thousands of workers have been polled on how they’re treated on the job—and a whopping 98% have reported experiencing uncivil behavior. In 2011, half said they were treated rudely at least once a week, up from 25% in 1998.

These startling facts were published in “The Price of Incivility”, a January-February 2013 Harvard Business Review article by Professors Christine Porath and Christine Pearson.

After polling 800 managers and employees in 17 industries, Porath and Pearson learned how people’s reactions play out. Among workers who have been on the receiving end of incivility:

• 48% intentionally decreased their work effort.
• 47% intentionally decreased the time spent at work.
• 38% intentionally decreased the quality of their work.
• 80% lost work time worrying about the incident.
• 63% lost work time avoiding the offender.
• 66% said their performance declined.
• 78% said their commitment to the organization declined.
• 12% said they left their job because of the uncivil treatment.
• 25% admitted to taking their frustration out on customers.

Rudeness Realities

Rudeness, whether verbal or behavioral, greatly contributes to deteriorating team spirit and poor performance.

Joel H. Neuman, director of the Center for Applied Management at the State University of New York at New Paltz, cites several common examples:

• Talking about someone behind his or her back
• Interrupting others when they’re speaking or working
• Flaunting status or authority; acting in a condescending manner
• Belittling someone’s opinion to others
• Being late to meetings; failing to return phone calls or respond to memos
• Giving others the silent treatment
• Insults, yelling and shouting
• Verbal forms of sexual harassment
• Staring, dirty looks or other negative eye contact

While it’s truly overbearing to work for a boss who barks orders and belittles employees, most rude behaviors occur between coworkers. The more subtle and malicious forms of rudeness include gossiping, backstabbing, spreading rumors and sabotaging others’ work.

Poor Team Spirit

Simply witnessing incivility has negative consequences.

In one experiment, people who had observed poor behavior performed 20% worse on word puzzles. Witnesses to incivility were less likely than others to help out, even when a colleague had no apparent connection to the uncivil act.

Lower Creativity

People are 30% less creative when they’re treated rudely, according to an experiment conducted by Amir Erez, a University of Florida management professor. Subjects produced 25% fewer ideas, and their suggestions tended to be less original.

Rudeness Repels Customers

Consumers are uncomfortable when exposed to rudeness, whether it’s waiters berating busboys or managers criticizing store clerks. Disrespectful behavior causes many patrons to walk out without making a purchase.

In one experiment, half of the participants witnessed a bank representative publicly reprimanding a peer for incorrectly handling credit-card information. Only 20% of those who saw the encounter said they would use the bank’s services in the future (compared with 80% of customers who didn’t see the interaction.

Managing Rudeness Is Expensive

HR professionals say that just one incident can soak up weeks of attention and effort. According to a study conducted by Accountemps and reported in Fortune, managers and executives at Fortune 1000 firms spend 13% of their work time, or 7 weeks a year, mending employee relationships and dealing with incivility’s aftermath. Costs soar, of course, when consultants or attorneys must be brought in to help settle a situation.

The Leadership Solution

Leaders must be aware of the company’s culture: Does it consciously or unconsciously allow for bad behavior? It’s the manager’s job to set limits on work behavior, enforce standards and policies, and deal with difficult employees in a positive way (early, so negative feelings cannot fester).

Examine your organizational culture by checking with the human resources department for complaints of unfair treatment or stress and disability claims. Look for patterns within a department.  Rudeness and workplace incivility can be responses to frustration, fear and uncertainty in high-stress work organizations.  

What Leaders Can Do

The two main strategies for reducing rudeness are relatively straightforward:

1. Stay physically and mentally healthy.
2. Model the right behavior.

Identify strategies that boost your energy level. Take stock of your purpose, passions and positive strengths to become more robust and resilient. Common habits that improve resilience include regular exercise, eating well and getting enough rest. It’s also essential to develop supportive relationships and outside interests.

Incorporate the following strategies to foster civility:  

• Manage Your Own Behavior. Leaders set the tone, so be aware of your actions and how others perceive you. What you say and do is weighted and easily magnified. Model good behavior (actions and words). In one survey, 25% of managers who admitted to behaving badly said their leaders and role models were rude.
• Express Appreciation. People need to know they’re valued. Be alert for what they do right, and let them know you’ve noticed their hard work and progress.

• Recognize Small Achievements. Making progress on meaningful work is the most energizing and motivating event an information worker can experience, note Teresa Amabile and Steven Kramer in The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Review Press, 2011). Effective leaders acknowledge even small improvements on a regular basis.

• Establish a Positive Culture. Employees with a positive mood are 31% more productive, sell 37% more and are 300% more creative, notes business consultant Shawn Achor in “Positive Intelligence” (Harvard Business Review, February 2012.

Are you working in a company where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to inspire a collaborative vision? Sustainable leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Does our company culture consciously or unconsciously allow for bad behavior?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their transformational high performance leadership development program.

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 your leaders be aware of the company’s culture, and if consciously or unconsciously it allows for bad behavior. 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.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping  Innovative Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Strategic Talent Management; Leadership Development; Competency Modeling; Succession Management; and Leadership & Team Building Retreats

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Vision Mission and Values Statements

I recently spoke with the VP of Human Resources of a San Francisco Bay Area company regarding providing executive coaching for the company CEO. She asked some very insightful questions to determine fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating changes in thinking and behavior.

The VP of HR and I spoke about my approach to coaching, and my belief that possessing a psychological understanding of human behavior based on neuroscience and business acumen are important competencies for coaching executives. We also spoke of the need for her organization to create a culture where innovation and creativity flourishes.

The VP of HR is interested in partnering with me in helping create a collaborative and emotionally intelligent corporate culture based on openness and respect. We further discussed how company executives can benefit by working with a seasoned cognitive executive coach.

Vision Mission and Values

After getting to know my new client, I saw a significant disconnect between their stated vision, mission and values and their actual implementation of same. I also observed that the CEO saw the vision more closely as the purpose of the organization, whereas one of the senior vice presidents viewed the vision as a desired future state. We discussed my facilitating a company leadership retreat to create more clarity around their vision and mission.

Vision, mission and values are certainly important for a company to define and on which to build their strategy and operations. If they are not well articulated or, even worse, ignored, then you have an obligation to open up this discussion with your client. It is surprising how many organizations either do not fully develop these parts of their operating basis or let them get out of date. The first thing to be sure of is how your client defines these and sees their value as a foundation of your specific work.

A "vision" is the definition of the state of nature for the organization some time in the future. It can define either the external view of the world as a result of the organization's activities or the internal state of the organization. An explicit vision provides a clear picture everyone has of progress being made. Its ultimate purpose is to create a sense of shared purpose, motivation, and drive to achieve between the organization and its employees. Its resonant impact should be reflected in the way the board governs, the way the executive manages, and the way people work.

A "mission" describes why the organization exists. It describes its fundamental purpose and core business for the benefit of its stakeholders and society as whole. Focused on the present, it emphasizes what the company currently is and not what it is striving to become. Missions are usually stable, may be similar to that of other organizations, and are frequently at odds with actual activities because succeeding generations of managers have lost the feeling of the original mission.

"Values" are the organization's key guiding principles, fundamental beliefs and expected behaviors. Values help to create a cohesive corporate culture and are critical to supporting the organization's mission and ensuring that its vision is ultimately achieved. They are the basis for decision-making as well as program design, and adherence to them requires continuous reinforcement.

Are you working in a company where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to articulate the company’s vision, mission and values? Visionary leaders tap into their emotional intelligence and social intelligence skills to create a more sustainable future.

One of the most powerful questions you can ask yourself as a leader is “Do we have clearly articulated vision, mission and values statements?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their transformational high performance leadership development program.

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 gain clarity on your mission, vision and values. 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.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping  Innovative Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Strategic Talent Management; Leadership Development; Competency Modeling; Succession Management; and Leadership & Team Building Retreats

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman