San Francisco Bay Area Executive Coaching

How to Put Positive Leadership into Action

Positive Leadership

John Lennon once said, “Life is something that happens to you when you’re busy making other plans.” Of course, you can listen to Woody Allen, who famously said: “Half of life is just showing up.”

Executive coaches and leadership consultants who encourage positive thinking often encounter cynical, hard-driving executives with a close eye on the bottom line.

But positivity coaches have come a long way since author Norman Vincent Peale preached his positive philosophy of faith and miracles. Today’s positive-psychology movement is founded on empirical evidence. Social scientists have documented the benefits of optimism, emotional intelligence and happiness in multiple work settings.

Positive leadership is no longer seen as a feel-good ideal with little bearing on business results. Mounting evidence reveals that leaders who focus on their people’s positive contributions, while concomitantly achieving tough goals through measurable tasks, enjoy higher performance outcomes.

While positive leadership is gaining traction among CEOs and executive teams, it’s often poorly understood and implemented. University of Michigan management professor Kim S. Cameron, PhD, offers a cogent definition of the term in his new book,  PracticingPositiveLeadership: ToolsandTechniquesThatCreateExtraordinaryResults(Berrett-Koehler Publishers, 2013):

“Positive leadership refers to the implementation of multiple positive practices that help individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise.”

Finding the Right Feedback Ratio

A wave of research reveals that “soft”-sounding positive management practices — including conversations focused on dreams, strengths and possibilities — motivate people to achieve higher performance levels. In fact, the more positive the message, the better the outcome.

But managers are charged with pointing out what’s not working and solving real problems — a mandate that presents a potentially frustrating leadership dilemma: How can you focus on the positive when continually required to make corrections?

Richard Boyatzis, PhD, a professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University in Cleveland, offers a pragmatic solution: “You need the negative focus to survive, but a positive one to thrive. You need both, but in the right ratio.”

Let’s quantify this ratio. Effective leaders should provide 3–5 positive messages for every negative message they deliver. Your communication must skew heavily toward the positive, without sounding incongruent or inauthentic. If you fail to “accentuate the positive” (to borrow a World War II-era song title), you remain stuck in negative feedback patterns that demotivate your staff.

Barbara L. Frederickson, PhD, a psychologist at the University of North Carolina, Chapel Hill, has found that positive feelings expand our awareness of a wider range of possibilities. Instead of looking at what needs to be fixed, we learn to focus on what’s right and needs to be reinforced. When we emphasize positive deeds, using positive language, achievement builds upon itself.

Dr. Frederickson’s psychology research shows that a positive focus bestows greater attentiveness, more flexible problem-solving, enhanced creativity and improved teamwork.

Organizational Positivity

You can identify companies that have implemented positive practices throughout history and compare their mission statements with those of their less successful counterparts.

Positivity clearly appears in mission statements that value societal contributions over the desire to be “No. 1”:

• Ford Motor Company: democratize the auto (1900s)
• Boeing: bring the world into the jet age (1950s)
• Sony: obliterate the image of poor-quality Japanese goods (1960s)
• Apple: one person, one computer (1980s)

Compare those mission statements with the following:

• GE: be No. 1 or 2 in every market we serve
• Walmart: become the first trillion-dollar company
• Philip Morris: knock off R.J. Reynolds as the No. 1 tobacco company
• Nike: crush Adidas
  Honda: destroy Yamaha

Improving your leadership positivity starts with your organization’s mission statement. Ask “why” you and your organization are here; then, ask yourself and your colleagues what you/they want on a deeper level:

• Which values merit coming to work each day to give your best?
• How will you inspire staff and customers to make contributions that benefit the world?

Begin to transform your team by attaching everything you say and do to higher goals and values. Leaders, managers and staff become more positive when they pay attention to the language they use. Rephrase statements in a more positive way, without sacrificing honesty or reality.

If you’re in a management position, everything you say – or don’t say – is magnified, making it even more important to boost your positive/negative ratio. Aim for a least a 3:1 (ideally, a 5:1) ratio of positive to negative statements. When you adopt this approach, others will follow suit.

Show Frequent Appreciation

Instead of seizing on what your people do wrong, start to verbally acknowledge what they’re doing right. Track and recognize progress. Most people perform better when they know they’re appreciated, even if it’s only for small wins.

This doesn’t mean you should suppress bad news. Instead, learn to deliver it in ways that are less likely to provoke defensiveness. Your execution will improve with practice. You’ll gain respect and better performance outcomes.

In Search of Best Practices

If we want to staff our organizations with executives who can deliver results and demonstrate superior social skills, we need to start identifying them during the hiring and promotion processes.

Results-oriented executives can learn to improve their social skills by retaining an experienced executive coach. Additionally, organizations can improve their effectiveness by:

1.  Hiring for both technical and social skills

2.  Training equally for social skills and technical savvy

3.  Rewarding goal attainment and displays of social skill

4.  Promoting those who demonstrate social prowess

CEOs and upper management must realize that rewarding achievement alone has its limits. Organizations must provide incentives for behaviors, even when people take risks and “fail up.”

You can develop these qualities by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive 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 “ Am I a positive leader who  helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive 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 nurture positivity in the workplace. You can become a positive 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 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.

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
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http://www.youtube.com/user/maynardbrusman

 

 

 

 

 

 

 

 

How Will Gaps in Skills Impact the Growing US Economy?

Worker Skills Gap

It is impossible to ignore the skills gap that exists in today's labor market. Thousands of job openings go unfilled because far too many individuals lack the requisite skills to perform these jobs.

Four years after the Great Recession, good paying jobs remain scarce and unemployment painfully high.  According to some employers,good jobs that do exist can go unfilled for lack of qualified workers. The best jobs – jobs that pay well with benefits are often in health care, high-tech and finance. All require advanced training or years of school. The challenge is to find workers with the right skills, or quickly provide those skills, to support the economic recovery and lift the long-term unemployed out of an ever deepening hole.”

One hopeful spot – public and private partnerships for job retraining offers a possible solution. But the commitment to an overall solution is necessary to reverse some worrisome trends.

Long-term joblessness is alarmingly high. The longer people remain unemployed or underemployed – working in low-paying jobs without benefits or opportunities for advancement the more difficult it will be for them to land a good job.

Without public and private investment in job retraining, workplace experts warn of a permanent underclass of workers trapped in low-skill, low-wage jobs. Employers need to invest more in joint education and job-training programs to fill the thousands of jobs nationally that remain unfilled due to the lack of qualified candidates. Colleges, employers, federal, state and local governments need to collaborate to expand education and training programs that connect adult learners to jobs.

At a time when our nation is focused on job creation and economic recovery, addressing adult education is critical. These programs should be viewed as an important investment in people and our growing economy.”

You can develop the emotional intelligence or soft skills you may need by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

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.

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

 

 © Copyright 2014 Dr. Maynard Brusman

 

 

 

The Myth of the 10,000 Hour Rule – Why Practice Doesn't Always Make Perfect

The Myth of the 10,000 Hour Rule

"Ask the great athlete or the concert pianist or the successful actor if they arrived at the place where they need no further practice. They will tell you that the higher you climb in proficiency and public acceptance, the greater the need for practice." ~ Eric Butterworth from Spiritual Economics

People who can stay on mission and on task with focused intensity for an entire decade are often world-class in their chosen area of endeavor. They are likely a national brand, or soon will be. In his fascinating book Outliers, Malcolm Gladwell writes that one of the keys to attaining high levels of success is spending ten thousand hours of practice at your chosen craft. The Beatles spent countless hours playing at summer festivals before you ever heard of them. Peyton Manning, widely regarded as one of the best quarterbacks to ever play football, has been known for his work ethic since he was a child.

Carol Dweck wrote in her great book Mindset: “Is it ability or mindset? Was it Mozart’s musical ability or the fact that he worked till his hands were deformed? Was it Darwin’s scientific ability or the fact that he collected specimens non-stop from early childhood?”

Geniuses & Clods

"The great piano virtuoso Paderewski was once playing before an audience of the rich and the royal. After a brilliant performance, an elegant lady waxed ecstatic over the great artist. She said, "Ah Maestro, you are a genius!" Paderewski tartly replied, "Ah yes, madam, but before I was a genius I was a clod!" What he was saying was that his present acclaim was not handed to him on a silver platter. He, too, was once a little boy laboriously practicing his scales. And even at his peak, behind every brilliant performance there were countless hours of practice and preparation." ~ Eric Butterworth from Spiritual Economics

It's too easy to look at someone we admire and just assume he or she was simply born a genius or "got lucky." Behind every genius in any field is a clod turned into a genius we admire. Tiger Woods? Check. Oprah? Check. Steve Jobs? Check. These men and women have "practiced" more than most can imagine driven to perform at the highest level of mastery. How about you? What are you putting countless hours of practice and preparation into?

Exceptional people work really hard. But is there more to the story?

The Myth

The “10,000-hour rule” -- that this level of practice holds the secret to great success in any field -- has become widely accepted as true. The problem according to Daniel Goleman in his terrific new book is that it’s only half-true. Daniel Goleman "Focus: The Hidden Driver of Excellence."

According to Goleman, if you are a bad golfer, and continue to make the same mistakes every time you try a certain swing or putt, 10,000 hours of repeatedly practicing that error will not improve your game. You’ll still be a duffer.

My then eight year old son learned this the hard way when he was learning to swim and dive. Maddison would bravely dive off the diving board and do a belly flop. He bravely tried again and again with the same result. I asked one of the swim instructors to coach him on the correct technique, and he rapidly improved.

Why Practice Doesn't Always Make Perfect

Anders Ericsson, the Florida State University psychologist whose research on expertise spawned the ten-thousand-hour rule-of-thumb, told Goleman, “You don’t get benefits from mechanical repetition, but by adjusting your execution over and over to get closer to your goal.” “You have to tweak the system by pushing allowing for more errors at first as you increase your limits.”

Ericsson argues the secret of winning is “deliberate practice,” where an expert coach takes you through well-designed training over months or years, and you give it your full focus.

How experts in any endeavor pay attention while practicing makes a crucial difference. While novices and amateurs are content to let their passive, bottom-up neural systems take over their routines, experts never rest their active concentration during practice.

For instance, in his much-cited study of violinists – the one that showed the top tier had practiced over 10,000 hours – Ericsson found the experts did so with full concentration on improving a particular aspect of their performance that a master teacher identified. The feedback matters and the concentration does, too – not just the hours.

Daniel Goleman asserts that that learning how to improve any skill requires top-down focus. Neuroplasticity, the strengthening of old brain circuits and building of new ones for a skill we are practicing, requires our undivided attention: When practice occurs while we are focusing elsewhere, the brain does not rewire the relevant circuitry for that particular routine.

Daydreaming or letting our mind wander defeats practice; those of us who browse TV while working out will never reach the top ranks. Paying full attention and being mindful boosts the mind’s processing speed, strengthen synaptic connections, and expands or creates neural networks for what we are practicing.

As you master how to execute the new routine, repeated practice transfers control of that skill from the top-down system for intentional focus to bottom-up circuits that eventually make its execution effortless. At that point you don’t need to think about it – you can do the routine well enough on automatic.

And this is where amateurs and experts are strikingly different. Amateurs are content at some point to let their efforts become bottom-up operations. After about 50 hours of training –whether in skiing or driving – people get to that “good-enough” performance level, where they can go through the motions more or less effortlessly. They no longer feel the need for concentrated practice, but are content to coast on what they’ve learned. No matter how much more they practice in this bottom-up mode, their improvement will be limited.

The experts, in contrast, keep paying attention top-down, intentionally counteracting the brain’s urge to automatize routines. They concentrate actively on those moves they have yet to perfect, on correcting what’s not working in their game, and on refining their mental models of how to play the game. The secret to smart practice boils down to focus on the particulars of feedback from a seasoned coach.

Daniel Goleman’s brilliant insights apply to mindful leadership. Leaders can receive feedback, and develop these new and more productive habits by working with an executive coach. The investment is well worth the reward: your ability to influence the future, your career and your professional-development capabilit

Are you working in a company where executive coaches provide leadership development to help leaders practice the right behaviors? Does your organization provide executive coaching for leaders who need to learn how to model effective   Mindful 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 “Am I consistently practicing the right behaviors for success?” Emotionally intelligent and compassionate companies provide executive coaching to help leaders model desired competencies.

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 be more focused. 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 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.

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

 © Copyright 2014 Dr. Maynard Brusman

Leading through Inquiry - Do Ask, Don’t Tell

Good communication is a hallmark of healthy organizations, but it’s often founded on the belief that employees thrive when given clear directions. In today’s increasingly complex organizations, it’s not enough to tell people what to do.

Leaders who ask evocative questions instead of giving instructions set the stage for better communication, employee engagement and high performance.

After airplane crashes, chemical and nuclear accidents, oil spills, hospital errors and cruise-ship disasters, expert reviewers have frequently found that lower-ranking employees had information that could have prevented these events or lessened their consequences. Senior managers were guilty of ignoring their subordinates and being consistently resistant to hearing bad news.

Employees often worry about upsetting their bosses, so they settle for silence—a decision that exposes their organizations to risks with potentially irreversible outcomes. This dynamic plays out in government offices, hospitals and corporations with divisions in power and status, regardless of how democratic and “fair” they claim to be.

How can you create a climate that encourages people to speak up, especially when safety is on the line? How do you convince your staff to correct you when you’re about to make a mistake?

Learn to ask the right questions instead of telling your staff what to do.

Questions should be genuine, based on curiosity and without an agenda. Effective leaders master the art of “humble inquiry,” says Edgar H. Schein, PhD, an MIT Sloan School of Management professor emeritus and consultant.

In his new book, Humble Inquiry: The Gentle Art of Asking Instead of Telling (Berrett-Koehler Publishers, 2013), Dr. Schein describes his title’s skill as “the art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person.”

Unfortunately, asking questions runs counter to traditional business cultures that value achievement and performance over building relationships. Nonetheless, soliciting others’ input is a fundamental aspect of human relations for leaders who want to foster solid relationships, trust, communication and high performance.

What’s Wrong with Telling?

We live in a culture of telling, where conversations become opportunities to show how smart or funny we are. While we ask questions to show interest in another person, we just as often want to sway them to our viewpoint or get something from them.

When we tell, we put other people in a position of inferiority they come to resent. One-way communication implies that they don’t know what we’re telling them and that they should already know it. This approach provokes defensiveness. People stop listening to you so they can work on a snarky comeback.

In contrast, asking questions temporarily empowers your conversation partners, giving them an opportunity to share what they know. You deliberately put yourself in the inferior position: of wanting to know something about them. This technique opens the door to relationship-building.

The Fear Behind Asking Questions

Displaying vulnerability is truly terrifying for many leaders.

You have to make a choice:

1. Risk appearing fallible by asking questions.
2. Risk creating a culture where people wait to be told what to do.

Take the first step: Banish any obsolete beliefs about omnipotence, and focus on practicing humility, Dr. Schein emphasizes. Ask real questions. Embrace the reality that you depend on your subordinates. There’s absolutely nothing wrong with soliciting their feedback.

Defining Inquiry

Professional pollsters, researchers, therapists and executive coaches have dedicated years to refining their inquiry skills. The rest of us take it for granted that we know how to ask questions. We tend to mimic our role models—usually parents, teachers and bosses—who rely on superficial or social questions that are essentially disguised forms of telling:

• Why weren’t you at home (in class, at the meeting)?
• How could you screw this up?
• When did I ever tell you to do this?
• What were you thinking?

These seemingly open-ended questions are actually quite controlling. If you want someone to reveal the full story, avoid steering conversations in any given direction. Distinguish open inquiry (Dr. Schein’s “humble inquiry”) from the three other types of inquiry:

1. Diagnostic
2. Confrontational
3. Process-oriented

Open Inquiry

Open inquiry evolves from authentic interest in another person. We ask questions to encourage honesty and minimize preconceived biases. We have no real agenda, other than to discover what’s on the other person’s mind.

Diagnostic Inquiry

It’s easy to veer off the path of open inquiry by homing in on a particular detail. Doing so may steer the conversation in a different direction and inadvertently return control to you.

Determine why you’re doing this. Are you trying to get the job done, or are you inappropriately indulging your curiosity?

Confrontational Inquiry

Leaders sometimes insert their own ideas in the form of a leading or rhetorical question. By doing so, you’re tacitly giving advice and trying to influence your conversation partner’s answers. Your partner may experience this as manipulative and become resistant.

Process-Oriented Inquiry

Leaders practice process-oriented inquiry when their focus is the conversation itself. This may be helpful when a discussion starts badly. You can explore solutions by asking:

• “What’s happening right now?”
• “Are you feeling defensive?”
• “Have I offended you in some way?”
• “Are we OK?”

It takes discipline and practice to allow yourself to appear vulnerable. Consider working with an executive coach to break through any vulnerability barriers and perfect the art of humble inquiry.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to help leaders practice mindfulness meditation and reinvent themselves? Does your organization provide executive coaching for leaders who need to learn how to ask inquiry-type questions? Enlightened 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 lead through inquiry?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more effective teams.

John Lennon once said, “Life is something that happens to you when you’re busy making other plans.” Of course, you can listen to Woody Allen, who famously said: “Half of life is just showing up.”

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 be better communicators. 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 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.

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

 

 © Copyright 2014 Dr. Maynard Brusman