Are you driving your career, or are you being a passenger?
In this post, I want to share some actions you can take to ensure you don’t have to swallow the bitter pill of disappointment when you are passed over for a job that should rightfully be yours.
Philip was furious, he had worked hard, stayed late, been loyal, exceeded his numbers, but missed out on the promotion he was expecting.
When he asked his boss the reason, he was told that the other directors felt he lacked, ‘Executive Presence’.
Philip hadn’t realized that he was missing the ‘Secret Ingredient’ to success in a modern organization, and it cost him. It cost him big-time.
“Executive Presence is the ability to project confidence and gravitas (substance) under pressure.”
Executive Presence is about the right kind of ‘visibility’, whether the meeting is in person or on a global call. Having worked with many managers and leaders, to...
Choosing an Executive Coach for yourself can be a little confusing, to say the least. Your Executive Coach is going to be your confidant and you will need to open up to get the best from the relationship. So whether you are spending your own money or your organization is providing you with a coach, it’s helpful to have more than just a ‘gut-feel’ to go on.
Most coaches will give you a no-obligation, 30 to 60-minute ‘chemistry’ meeting to assess if there is a fit for both parties. That’s right, an experienced coach may spot you are not committed to the process, or the organization has misaligned expectations and so excuse themselves from the assignment.
I recommend that you meet with at least two coaches but no more than four. Meetings can be face-to-face, by video conference, or by phone. Try and ask each coach the same questions, and take note of the questions they ask you. A good coach is going to get you to step back and think. You will find...
It was with great sadness that I learned of the passing of Academy Award Winning Scottish Actor, Sir Thomas Sean Connery (25 August 1930 – 31 October 2020).
The first actor to play James Bond in a movie in 1962, Sean Connery has been an icon for my entire life. My parents were fans, and as soon as I was old enough, I was a fan.
This blog reflects on the impact of Sean’s life, both on and off-screen.
Connery had been an actor in small theater and TV productions before he played Bond, but it was this role that launched his career. James Bond 007, a British Secret Service agent, was created by writer Ian Fleming in 1953, but Connery’s physicality and humor brought the character to life. If you watch an interview with Connery, you will hear the humor, that so distinguished his alter ego’s dry wit.
He played 007 in the first five Bond films: Dr. No (1962), From Russia with...
Do your batteries feel flat, focus is elusive and you are drawn to your couch like a moth to a flame? Symptoms may vary, but you know you are not operating at your best, and you find yourself asking, "how to get out of this slump?"
Having been in slumps myself, there is a surprising benefit to slumps.
As a motivational speaker and author on the topic of self-leadership, there's an expectation that I wouldn't experience a slump. Nothing is further from the truth. You see, when I hit a slump, I'm like a man who is happy at the bottom of a hole. Why? Because I both know the way out and, I know the benefit of being in the hole.
Life can be fast-paced and we can miss the subtle things. A slump is often your body or mind signaling you something. It's only when you accept the slump that you can get the message.
Too often we force ourselves to push through such periods of low energy, but if it...
Teenage girls love their popstars. Young men love their action heroes, and adults can project a type of love on their leaders.
For example, Donald Trump appeals to a certain audience. I remember a particular TV interview of a woman wearing an oversized MAGA hat, saying, “He loves God, he loves the constitution, he cares about us and he will fight for us.”
She was clearly in love, the kind of love where one positively projects perceived qualities upon another person.
Psychologist, Carl Jung maintained that all impassioned, almost-magical relationships between people involve projection. The other person becomes the object of great love or loathing, and sometimes both.
We usually do not see our own projections, because they stem from the unconscious, and because they get cast onto someone with a suitable hook. Positive projections are accompanied by the emotions found in the feelings of awe, adoration, and reverence. We do not realize that...
Leadership matters, especially in times of uncertainty. Leadership matters because people like certainty. Lack of certainty leads to stress, and stress results in poor decisions. Poor decisions can lead to catastrophic consequences.
Corporate leadership is typically measured by quarterly results, market share, and shareholder value. It can also be measured by employee engagement, social impact, and sustainability. Likewise, Political leadership can also be measured by stock market value, amount of fundraising, and the number of reelection votes; or the health, happiness, and economic future of the nation.
For over 20-years, I have been coaching corporate leaders and observing political leadership, and the key metric I have found to matter is – responsibility. Responsibility or response-ability is the ability to take ownership of a situation and respond in ways that provide an improved outcome and level of certainty for the people affected.
Nigel is sitting in his manager’s office for his annual performance review. It had been a tough year, the effects of the Covid-19 pandemic had decimated his plans for Q1 and Q2, but Nigel had put in a superhuman effort and hit targets in Q3. Nigel was expecting nothing but praise for his efforts, so imagine his surprise when he heard the following,
“You have met your Q3 quota, Nigel, but I have some concerns about how you got there”.
All Nigel heard was, “But we have some concerns.”
The word, ‘but’ has the effect of negating everything that proceeds it.
Imagine you and I met, and I said, “I really like you but…”
You would be on the defensive for criticism, even though I prefaced with, “I really like you.”
‘But’; is judgmental and is generally perceived as negative. For example, “I want to do this, but I can’t.”
‘But’ often creates the frame of limited choice. For...
I will always remember an inspiring speech by Darrell, a CEO that I was coaching. The occasion was a ‘town hall’ for employees just after it was announced that he would be moving on to new pastures.
“Make mistakes”, he said.
“Just don’t let your mistakes be bigger than mine”
It is not often we hear a leader encourage his team to make mistakes, but Darrell knew that making mistakes was part of the business and that you should limit the size of your mistakes. Darrell’s leadership had created a culture of creativity and customer service, and many people openly wept on his last day.
A critical test for any leader is how they effectively manage employee mistakes. Mistakes are inevitable but your response to them will determine whether you enhance productivity and employee engagement or destroy moral.
A simple maxim for mistakes would be –
“Be tough on standards, be tender on people.”
Before I discuss how to implement this...
When a team underperforms or experiences failure, who is to blame, the team or the manager?
In sport, sacking the manager is a public answer to this question, but what about in business?
The question assumes full responsibility for failure on either the team or the manager, but what other factors should we consider?
You will have likely experienced working in a team or a group and been frustrated with either the team-lead (manager) or fellow team members. I know I have. Recently I found myself being ‘triggered’ by the behaviors of a group I belong to. The group is a global collective of coaches and consultants who contribute articles to an online magazine. The metrics are simple, provide relevant, well-written content by the 15th of the month so that the magazine can be produced and released at the beginning of the following month. What could go wrong?
Last month, I received an email from the team lead thanking me for my article and letting me know that the...
Your annual review or performance conversation can either be an opportunity to advance your career or, feel like a failed parole hearing, condemning you to another year of being stuck in-situ.
This week, I was coaching a Senior Director in charge of Enterprise Strategic Planning. He has an upcoming quarterly performance review and asked me how to prepare. In my experience, coaching hundreds of executives to senior leadership and C-Suite roles, I have noticed that the ‘difference that makes the difference’ is proactivity.
Proactive Prior Planning Prevents Poor Performance (PPPPP). Here is the 3-phase strategy I shared with my client so that you too can ace your next review or performance conversation.
Your boss is likely to start the conversation by asking,
“How do you think you have done?”
This opening invites you to show your self-awareness of your achievements, but so many people trip over themselves with this first question....