Harmonizing Leadership: Eastern Wisdom; Western Results
Described as an intellectual and physical feast of learning, Harmonizing Leadership is a unique leadership approach and style from a 2,500 year-old oriental philosophy. Through one- to three-day Harmonizing Leadership workshops, you will take your organization to places it has never been before and discover your own intellectual, emotional and physical balance points. Dr. Thomas Krapu, who created Harmonizing Leadership, has extensive experience and a proven background in leadership workshop practices. Tom combines ancient eastern philosophies such as T'ai Chi Chuan and Taoism for the quintessential retreat that will impact your leadership style, your business and your life.360 Feedback Surveys Part 1: How They Can Be Helpful?
July 13th, 2017Today’s blog will consider the ways that using 360 feedback surveys within your organization might be helpful.
You may have heard some of the negative press about 360 feedback surveys and their use. However, if given the opportunity I am sure that I can bring some clarity and sanity to this topic. Research has some much needed light to shed on the topic, and real world professional experience in organizations can add even more perspective.
Informing not Hoarding
April 27th, 2017
Informing not Hoarding
Lominger has a competency named Informing (ref). This competency is about how we share information and the impact that that has through our work.
Many of us take this impact for granted and aren’t as intentional or as fully impactful as we could be in this area. The subject of this blog entry is how to become more powerful in how you inform others at work.
Can You Coach Via Email?
November 1st, 2016If coaching is a continuous process, then it is not uncommon at all for coaching clients to email their coach about non-administrative matters. You may be wondering, how does this work? Is it coaching?
Today’s post explains how some emails are considered coaching and will discuss some best practices that can be rules for the road. These rules can also apply to voice mail correspondence.
Creating a Feedback Culture: Stop, Start and Continue
October 11th, 2016
Feedback is the life blood of high functioning organizations, hence the popularity of 360 methods for creating feedback loops within the organization.
But formalized 360 methods are not the only way to create feedback loops.
Collecting qualitative data in coaching: The immediate and long term value proposition
August 5th, 2016If coaching is a continuous process, then the possibility of gathering data to demonstrate the value of coaching is also continuous.
People ask me, how do you measure value?
How will we know the coaching had impact?
The answer is to collect qualitative data throughout a coaching engagement. Qualitative data can point to the ROI that the coaching is yielding.
If qualitative data is an important potential ROI measure it raises the question, “How do I collect such data?”
Trust, Risk and Intent
April 22nd, 2016There are several fundamental elements in having influence in your world. In this blog post, I will be discussing three in particular.
People often wonder why they fail at their attempts to be an influence. It can be frustrating when you want to influence others in a way that improves things and then discover it has “blown up in your face”. This kind of setback is disheartening and has a demoralizing effect on your hopes that you can promote positive change.
Often, this type of disappointment is rooted in not having taken fundamental elements of change into account when you have taken action.
The three key fundamentals that I will be discussing are Trust, Risk and Intent.
Allowing Tension in Giving Feedback and Holding Others Accountable
July 18th, 2014One of the most universal challenges that I experience with leaders is how challenging it is to have “crucial conversations”. Many people avoid conflict and dislike it when they are in conflict situations. This can make it very difficult to face situations where the conflict arises through their own action, for instance, when your responsibility requires that you hold someone accountable. As one of my executive coaching clients stated, “This has always been the thing I hate the most about my job. I have learned to do it because I had to, but I still hate doing it.” What might be surprising is that this client has worked in crisis situations in relation to his work that were full of tension, even where life and death were at stake, but giving difficult feedback is still felt to be the hardest part of their job!
A few “hints” that might help you in this area: (more…)
intuition
August 29th, 2011Intuition is an easily misunderstood concept. Often dismissed as “woo woo” in the past, there is good evidence and a body of literature that now legitimizes intuition as an important executive and coaching skill. In fact the article cited below says that:
“intuitive intelligence” (Sadler-Smith and Shefy, 2010) … may sit comfortably alongside EI. (Emotional Intelligence)” (more…)
