San Francisco Bay Area Executive Coaching: 4 posts from November 2013

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4 posts from November 2013

November 27, 2013

The Quest for Better Teams

Corporations increasingly organize workforces into teams, a practice that gained popularity in the ’90s. By 2000, roughly half of all U.S. organizations used the team approach; today, virtually all do.

There are several barriers to achieving great work from teams:

Some individuals are faster (or better) on key tasks.
Developing and maintaining teams can prove costly and time-consuming.
Some individuals do less work, relying on others to complete assigned tasks.
Team members aren’t always clear about roles and responsibilities, and they sometimes avoid conflict in favor of consensus.

Despite these potential pitfalls, effective teams benefit from combined talent and experience, more diverse resources and greater operating flexibility. Research in the last decade demonstrates the superiority of group decision-making over even the brightest individual’s singular contributions.

Defining Your Team

Teams can be composed of 3 to 20+ members, but there’s often an ideal number: around 10–12, depending on the nature of the project. They can, and should, be diverse to benefit from multiple perspectives, skills and knowledge.

Management professors Vanessa Urch Druskat, PhD, and Steven B. Wolff, PhD, identify three conditions essential to group effectiveness in “Building the Emotional Intelligence of Groups” (Harvard Business Review, March 2001):

Trust among members
A sense of group identity
A sense of group efficacy

When working well, teams have definite advantages:

Improved information-sharing
Better decisions, products and services
Higher employee motivation and engagement

Building Your Team

When a team first forms, members should identify their common goals and purpose. They can formalize their mission in a meeting that covers:

Core purpose
Core values
Business definition
Strategy
Goals
Roles and responsibilities

Team members must have a shared understanding of the business before they define their purpose. Without this foundation, group cohesiveness is more difficult to achieve.

Next, team members should list what they intend to achieve as a group. This goal should be qualitative rather than quantitative.

Thematic Goals

In Overcoming the Five Dysfunctions of a Team (Jossey-Bass, 2005), Patrick Lencioni advises team members to identify a “thematic goal” that answers the following question:

“What is the single most important goal that we must achieve during this period if we are to consider ourselves successful?”

Examples include:

Improve customer satisfaction.
Control expenses.
Increase market awareness.
Launch a new product.
Strengthen the team.
Rebuild the infrastructure.
Grow market share.

Choosing a thematic goal doesn’t mean that other goals are ignored. A thematic goal ensures that every team member emphasizes a core priority, thereby creating team alignment, minimizing paralysis and frustration, and avoiding a collective silo mentality (i.e., hoarding information).

Putting the “TEAM” in Teams

Effective teams excel in the following functional areas:

T = Trust

“When it comes to teams, trust is all about vulnerability,” Lencioni notes. “Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.”

Trusting relationships form the foundation for forgiveness and acceptance. Trust cannot exist if team members are afraid to say “I could be wrong” or “I messed up.”

Team-building sessions are the glue that holds the group together when the going gets rough.

E = Engagement

Engagement requires team members to be open to debate and willing to discuss the issues and tasks that matter most. Members who succumb to apathy and disengagement often don’t feel safe enough to speak up.

A = Accountability

Team members who commit to decisions and performance standards aren’t afraid to hold one another accountable. In fact, they invite suggestions that help each member stay on task.

Team members should agree on set phrases to remind each other of what matters most. They can help each other out by noticing distractions and steering efforts toward accomplishing thematic goals. Groups should be encouraged to ask key questions on a regular basis:

Will (this issue) or (task) help us reach our goals?
I notice ____ hasn’t been finished. What do you need to get it done?
What resources are missing here?

Effective team members are quick to spot problems and are willing to speak up without assigning blame.

M = Metrics

Highly functional teams focus on group efforts and avoid seeking personal gains, fulfilling career aspirations and/or boosting individual egos. They use metrics to assess their achievements—be it a simple whiteboard or a sophisticated online tracking tool.

Success depends on monitoring progress and posting results for all members to see. Results should be updated regularly so any necessary adjustments can be made.

Teams should learn to provide positive feedback and recognition for progress—key motivators that renew energy and drive.

Identify Gaps

Assess your team by asking each member to answer two questions confidentially:

On a scale of 1 to 10, how well are we working together as a team?
On a scale of 1 to 10, how well do we need to be working together as a team?

Calculate and discuss the results. According to research involving several hundred teams in multinational corporations, the average team member believes his/her team operates at a 5.8 level of effectiveness, but recognizes the need to be at an 8.7.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop 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.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

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

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Posted by Maynard Brusman on November 27, 2013 in Team Building | Permalink | Comments (0)

Tags: emotional intelligence, executive coaching, leadership development, team building, teams

November 20, 2013

Eleven Tips to Build Trust

I recently spoke with the senior VP of Human Resources of a Silicon Valley 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 work with different personality styles, and my methods for initiating change in thinking and behavior.

The senior 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 emotional intelligence are important competencies for coaching executives. We also spoke of the need for her company to create a high involvement culture where innovation and creativity flourish.

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

“Trusting relationships are what make the difference between people’s feeling good about what they do and simply going through the motions. Trust is inspiring and energy producing.”
~ Dennis and Michelle Reina, Trust & Betrayal in the Workplace

Organizations are woefully slow to realize the bottom-line implications of trust deficits. Despite trust’s importance, few leaders give it the focus it deserves. Misunderstood as a nebulous “feeling,” trust is earned through consistent, positive behaviors practiced over time, making it ultimately manageable.

“Trust always affects two outcomes—speed and cost,” confirms leadership guru Stephen M. Covey in The Speed of Trust. “When trust goes down, speed will also go down and costs will go up. When trust goes up, speed will also go up and costs will go down. It’s that simple, that real, that predictable.”

Trust is one of the essential ingredients to build a great relationship, winning team and a high involvement culture. Without trust you can’t have engaged relationships and without engaged relationships you won’t be a successful leader, manager, sales person, team member, coach, etc.

You can build the trust that is essential for great relationships. The following are eleven ideas to build trust. Feel free to share these simple reminders with your leaders, colleagues and team.

Mindful leaders implement the following tips to build trust:

1. Display character: What do your employees see when they look at you? How do they perceive your values, work ethic, integrity and honesty? Studies consistently cite honesty as managers’ No. 1 attribute—consistently doing what they say they’ll do. When managers act with integrity and reliability, they lay a foundation on which employees can rely.
2. Model competence: Employees place more trust in you when they believe you’re capable of effective leadership. This does not mean you’re the smartest one in the room—a position of superiority that, in fact, undermines perceived competency. Your managerial competency should not be measured by your technical skills, but by your ability to understand and influence people.
3. Show you care: The most neglected ingredient in the trust trinity is the ability to show you care. Employees don’t want to be cogs in a wheel. They want to feel that they matter and their bosses actually care about them as people. Only then can they reciprocate with trust.
4. Open up: During the course of your workday, squeeze in an occasional impromptu conversation with a subordinate about interests other than work, such as children’s activities, restaurants, sports, movies and the like. Share a glimpse into your personal life while taking time to listen.
5. Empathize: Offer brief, personal acknowledgments of significant events in employees’ lives, such as additions to family, marriage, family death and serious illness. Share how a similar event impacted your life without overshadowing the employee’s circumstance.
6. Remain professional: Share information that enhances the work relationship, yet doesn’t harm your reputation. Exercise discretion; avoid over sharing.
7. Go on a walkabout: Walk around the office each day to touch base with individual contributors to your company’s success. While email and group meetings are important, one-on-one “face time” is critical.
8. Capture vital statistics: Learn about each employee’s life: spouse’s name, children’s names and ages, major hobbies. Use questions to elicit meaningful information: “Where are you from?” or “What do you do on your days off?”
9. Find similarities: Instead of focusing on differences, find mutual interests (hobbies, desires, career goals).
10. Ask for ideas and feedback: Trust must already be established for people to be honest with you. Ask what they need to perform their jobs better. Acknowledge that you hear their opinions and will think about what they’ve said. Don’t dismiss or argue the merits of their input; offer a simple and genuine “thanks for sharing that.”
11. Acknowledge progress and milestones: In many organizations, problems are solved, barriers are surmounted, tasks are completed… and nothing is noted. People crave acknowledgment and recognition, so seize these opportunities to build trust. Celebrate progress. Don’t let it slip by unnoticed.

"We can let the circumstances of our lives harden us so that we become increasingly resentful and afraid, or we can let them soften us, and make us kinder. We always have a choice." -- The Dalai Lama

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to build relationships built on trust? Resonant 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 “Do I have emotional intelligence competence to reinvent myself and grow?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their transformational peak 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 become a more trustworthy leader. You can become a leader who models emotional and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company.

...About Dr. Maynard Brusman

Posted by Maynard Brusman on November 20, 2013 in Leadership Development | Permalink | Comments (0)

Tags: building trust, emotional intelligence, executive coaching, leadership development, trust

November 13, 2013

Ten Emotionally Intelligent Team Player Tips

Emotionally intelligent team leaders know that serving others is the key to better business results, greater team involvement and happier followers.

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 work with different personality styles, and my methods for facilitating change 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 high performing team-based culture where innovation and creativity flourish. As part of that effort, leaders would need to be more collaborative team players.

The CEO is interested in collaborating with me to help create an emotionally intelligent and socially wise corporate culture based on trust, involvement and respect. We further discussed how company leaders could become more mindful team players by working with a seasoned executive coach and leadership consultant.

High Performing Teams

Teams are the most common business unit for high performance. Although the word gets used loosely and not always appropriately, there is universal acceptance that teams create opportunities for high performance results. A team’s performance includes both individual results and collective work products, yielding sums greater than its parts.

True teamwork promotes individual and collective performance. Effective teams value listening and communicating, sharing work responsibilities, provide support and can make work more social and enjoyable. Members are supportive of one another and recognize the interests and achievements of each other. When they are working the way they should, they are incredibly effective in achieving high performance results.

Jon R. Katzenbach and Douglas K. Smith (The Wisdom of Teams; Teams at the Top) provide this definition of teams:

“A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable.”

Emotionally Intelligent Teams

The important difference between effective teams and ineffective ones lies in the emotional intelligence of the group. Teams have an emotional intelligence of their own. It is comprised of the emotional intelligence of individual members, plus a collective competency of the group. Everyone contributes to the overall level of emotional intelligence, with the team leader having more influence. Teams can improve their emotional intelligence and boost their performance when comprised of good team players.

Good Team Players

“Coming together is a beginning. Keeping together is progress. Working together is success.” - Henry Ford

A good team player is someone who will unite others for a cause by sharing information and ideas and empower them and repose trust in them. So it is essentially shared responsibility, with each team player owning up for what they do.

A team player unites others for a cause by sharing information/ideas; empowers them and reposes trust in them. So it is essentially shared responsibility, with each team player owning up for what they do.

To be a good team player you will likely model most of the following behaviors:

Ten EQ Team Player Tips

1. Mindful and Self-Aware:

Honing the skills of awareness leads to mindfulness—becoming aware of what’s going on inside and around us on several levels. Mindfulness is engaging with others on the team in a state of full, conscious awareness of one’s whole self, other team members and the context in which we work.

2. Adaptable:

You need to adapt and be open to change so you can fit into the team. Be willing to help others and learn and have the power to think outside the box. You may have to re-evaluate your role in the team from time to time. Good team players roll with the punches; they adapt to ever-changing situations. They don't complain or get stressed out because something new is being tried or some new direction is being set.

3. Collaborative:

Collaboration is the key to sustainable success. You need to meet the challenges head-on as a team. There needs to be seamless co-ordination among the members and each one of you has to deliver, working together I the spirit of cooperation. For productive collaboration, you need to be focused and result oriented. Your perceptions need to be clear, transparent and tangible to the entire team.

4. Positive:

Being positive isn’t simply about being nice and giving in, nor does it mean suppressing negative information and emotions. Both are critical for optimal performance. Apparently, however, a 3:1 positivity-to-negativity ratio is the tipping point for individuals and business teams to go from average to flourishing.

5. Communicative:

Teams need people who speak up and express their thoughts and ideas clearly, directly, honestly, and with respect for others and for the work of the team. That's what it means to communicate constructively. Such a team member does not shy away from making a point but makes it in the best way possible — in a positive, confident, and respectful manner.

6. Listens actively:

Good listeners are essential for high-performing teams to function effectively. Teams need team players who can absorb, understand, and consider ideas and points of view from other people without debating and arguing every point. Such a team member also can receive criticism without reacting defensively.

7. Problem-solver:

The whole reason why a team is created is usually to address problems. Good team players are willing to deal with all kinds of problems in a solutions-oriented manner. They're problem-solvers don't look for others to fault or place blame. Powerful team players get problems out in the open for discussion, and then collaborate with others to find solutions and form action plans.

8. Reliable:

You can count on a reliable team member to get work done, and do her fair share; to work hard and meet commitments. She follows through on assignments. Consistency is essential for success. You can count on her to always give her best, and deliver high levels of performance.

9. Empathic:

Empathy is the ability to step outside oneself and see the world as other people do. Good team players perform at optimum levels when they know they make a difference. When they demonstrate compassion and kindness for other team members, they become more engaged and energized.

10. Trust:

Trust entails unavoidable risks. As a species, we are hardwired to trust others, especially those who appear similar to ourselves and who have similar interests. Trust is one of the essential ingredients to build a great relationship, winning team and culture of greatness. Without trust you can’t have engaged relationships and without engaged relationships you won’t be a successful team player.

Trust is essential for business success, and it’s the foundation of our team relationships. Open and honest communications support the decision to trust. Lack of communication and transparency creates suspicion. Coach savvy team players ask open-ended questions of team members to facilitate dialogue, and really listen to the answers.

Summary:

Good team players treat fellow team members with courtesy and respect—not just some of the time but consistently. In addition, they show understanding and the appropriate support of other team members to help get the job done. They display a sense of humor and know how to have fun.

Team players are not ego bound, but care about the team achieving meaningful results. In the end, their involvement is seeing the team succeed and knowing they have contributed to this joint success.

Winning as a team is one of the great motivators of employee performance. Good team players are happy to be an integral part of the team, and enthusiastically tap into their intrinsic motivation and drive to succeed.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to be better team players? Good team players tap into their emotional intelligence and social intelligence skills to collaboratively create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a good team player?” 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 become a better team player. You can become a team leader who models emotional and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company.

...About Dr. Maynard Brusman

Posted by Maynard Brusman on November 13, 2013 in Team Building | Permalink | Comments (0)

Tags: emotional intelligence, executive coaching, leadership development, team building, team player

November 06, 2013

Executive Coaching to Enhance Emotional Intelligence

Sustainable leaders know that serving others is the key to more innovation and creativity, greater team involvement, happier followers, creating a high involvement culture and better business results.

For the past year, I have been been collaborating with the senior VP of Human Resources of a multi-billion dollar global engineering company. He is supporting my executive coaching and leadership development with one of their senior vice presidents who is an introvert.

"There is no such thing as a pure extravert or a pure introvert. Such a man would be in the lunatic asylum."- C.G. Jung

As part of the coaching process, I facilitated a comprehensive assessment which included a structured interview, data collection and relevant assessment instruments to clarify emotional intelligence competencies, leadership skills, values, interests, and her communication style. We engaged in an in-depth dialogue of relevant issues focused on performance improvement. A 360 feedback performance appraisal informed the process.

Additionally, my client was offered a diverse suite of coaching and leadership development tools, including the Myers-Briggs Type Indicator Step II Form Q (MBTI), Spectrum CPI-260 Coaching Report, Fundamental Interpersonal Relations Orientation (FIRO-B), EQ-i 2.0 and a 360 Feedback Performance Appraisal - Leadership Practices Inventory (LPI). The results of the structured interview and assessments informed the executive’s EQ leader Action Plan which was shared with her boss. The coaching goal was to help the executive improve her interpersonal communication style, and become an inspiring leader worth following.

My coaching client is taking more time for self-reflection, and learning to be more flexible incorporating different communication styles when leading her geographically diverse teams. We are working on her building positive relationships by “telling” less taking more of a coach approach listening and asking questions to build trust and motivate her people. Our approach is aligned with the company’s initiative of creating agile teams.

The senior VP of HR and I both believe in the importance of having a psychological understanding of human behavior based on neuroscience and emotional intelligence when coaching executives. We both understand that system issues also need to be addressed for the executive to thrive. We have had a number of conversations related to the need for my coaching client’s division in the San Francisco Bay Area to create a high involvement culture where innovation and creativity flourish.

I am consulting with the VP of HR to create a collaborative and high involvement corporate culture based on trust and respect utilizing the Denison Culture Survey. We are also discussing how a number of other company executives could benefit by working with a seasoned executive coach, who knows the culture.

“More than anyone else, the boss creates the conditions that directly determine people’s ability to work

well.”~ Daniel Goleman, Primal Leadership

I have discussed the key takeaways from our coaching sessions with my executive coaching and leadership development client. The ideas that resonate most follow:

Lessons in Leadership

Think of the person not as a problem bearer.
Develop emotional intelligence competencies.
Focus on being a positive emotional attractor to thrive.
Reframe interpersonal thinking style from engineer to coach and mentor.
Build resonant relationships based on trust.
Be mindful to create compassionate engagement.
Inspire through hope, shared purpose and vision.
Evoke commitment.
Access right brain to tap into intrinsic motivation
Create sustained desired change.
Promote positive culture and climate.
Take small steps each week for intentional positive change.
Experiment and practice self-improvement behaviors daily.
Ask for feedback.
Think passionately beyond the possible.

Ask yourself “How am I growing as a leader and developing my team members?”

“Accountability should be the strongest thread that runs through the complex fabric of any organization. It is the single biggest issue confronting organizations today, particularly those engaged in enterprise-wide change efforts.” ~ CEOs Roger Connors and Tom Smith, Change the Culture, Change the Game (Portfolio Hardcover, 2011)

Leadership Worth Following

We all need feedback to get better. My executive coaching client finds the following check list derived from a 360 survey helps keep her open and vulnerable so she continues to grow as a leader.

Do More

Be open to input from team members
Listen attentively
Reflect
Get input first
Respect others
Situation specific – not personal
More constructive
Appreciative inquiry – focus on what people are doing right
Take a breath before focusing on judgment piece
Be aware of message you are sending
Seek first to understand
Dialogue with team members
Positivity

Do Less

Sarcasm
Judgment
Blaming
Telling
Pessimism
Ego stroking

Feedforward

Our second year of working together, will involve a process called “Feedforward developed by Marshall Goldsmith. Team members and the client’s boss will be asked to give my coaching client “Feedforward Instead of Feedback”. Co-workers will reinforce behaviors for positive change and provide accountability.

Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change.

Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. Just as employees need feedback from leaders, leaders can benefit from feedback from their employees. Employees can provide useful input on the effectiveness of procedures and processes and as well as input to managers on their leadership effectiveness. This “upward feedback” has become increasingly common with the advent of 360 degree multi-rater assessments.

But there is a fundamental problem with all types of feedback: it focuses on a past, on what has already occurred—not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

The eleven reasons we are shifting to feedforward in our coaching follow:

1. We can change the future. We can’t change the past.
2. It can be more productive to help people be “right,” than prove they were “wrong.”

3. Feedforward is especially suited to successful people.
4. Feedforward can come from anyone who knows about the task.
5. People do not take feedforward as personally as feedback.
6. Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies.
7. Face it! Most of us hate getting negative feedback, and we don’t like to give it.
8. Feedforward can cover almost all of the same “material” as feedback.
9. Feedforward tends to be much faster and more efficient than feedback.
10.Feedforward can be a useful tool to apply with managers, peers and team members.
11. People tend to listen more attentively to feedforward than feedback.

The intent of this approach is not to imply that leaders should never give feedback or that performance appraisals should be abandoned. The intent is to show how feedforward can often be preferable to feedback in day-to-day interactions. Aside from its effectiveness and efficiency, feedforward can make life a lot more enjoyable. When managers are asked, “How did you feel the last time you received feedback?” their most common responses are very negative. When managers are asked how they felt after receiving feedforward, they reply that feedforward was not only useful, it was also fun!

Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together. By using feedforward—and by encouraging others to use it—leaders can dramatically improve the quality of communication in their organizations, ensuring that the right message is conveyed, and that those who receive it are receptive to its content. The result is a much more dynamic, much more open organization—one whose employees focus on the promise of the future rather than dwelling on the mistakes of the past. Adapted from Marshall Goldsmith.

Summary

"Everyone needs a coach." Eric Schmidt, former CEO of Google

My executive coaching client has put in a lot of hard work, and modeled a great deal of courage to enhance her emotional intelligence and be a leader worth following. Transformation of her EQ leadership capability takes time, but the results so far are stunning!

Are you working in an organization where executive coaches provide leadership development to help leaders improve their communication style? Does your organization provide executive coaching for leaders who need to learn how to inspire their people? Mindful leaders tap into their emotional intelligence and social intelligence skills to create a sustainable future.

One of the most powerful questions you can ask yourself is “How can I improve my communication style?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more effective teams.

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 leaders create trust-based and accountable cultures. 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.

...About Dr. Maynard Brusman