coaching tagged posts
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Creating a Coaching Community
December 15, 2021
Affective Leadership, Emotional Intelligence, Peer Powered Performance, Positive Deviance, Training -
I am not a fan of all the trendy new coaches. I was a personal coach long before coaching was a profession. In the seven years I managed athletic clubs our teams were responsible for growing the largest chain of fitness facilities in the Pacific Northwest serving more than 50,000 members. Now it seems you can’t go anywhere without being accosted by a “personal coach” of some kind.
In 2009 I was certified as a coach by the same man who founded Sylvan Learning Centers; but Berry Fowler...
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Is email killing your team’s performance?
December 15, 2021
Affective Leadership, Association Insights, Emotional Intelligence 
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Atos an international information technology services company with annual revenues of EUR 8.5 billion and 74,000 employees in 48 countries thinks so and is planning to ban email for internal communications by 2014[i].
What is email waste costing you? According to a survey posted in PRNewswire 25% of “email time” is wasted for a total of 15 days per year. Let’s do the numbers
Total employees X (average annual wage + 15% benefits) X 6% = YIKES!!!
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Example: 1200 employees X $30/hour = W... -
Parallel systems power creativity and efficiency
December 15, 2021
Emotional Intelligence -
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It seems that whenever I come up with a revolutionary new idea it only takes a little more research to find someone who had the same insight……before I was even born. This week’s blast from the past comes from Mary Parker Follett (1868-1933). Not only was Mary admired for her smashing hairdo but she was selected by President Theodore Roosevelt as his personal consultant for her expertise as a management theorist... -
Googling Leadership
January 15, 2013
Affective Leadership, Emotional Intelligence, Peer Powered Performance -
Over the past fifteen years I have worked with some amazing managers. They are dedicated, hard working and with few exceptions most were promoted into their roles primarily because of their technical expertise. This is not to say that many don’t have exceptional leadership skills, but that “soft skills” are often viewed as being less important than their more quantifiable counterparts.
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This is not unlike the culture that created Google, where algorithmic expertise was prized above all ...