I am often confronted with the question “Why are you sending these blogs to me?  I’m not an executive!” from those non-business executives to whom I forward ECU blogs.  After all, we are the “Executive Coaching University”, so all our material is targeted only to those seen as business executives, right?  Wrong!

In my mind the term “executive” is more adjective than noun – it describes how someone approaches her life rather than who she is and is synonymous with “peak performer”…someone who desires to live life at the highest level possible.

An executive/peak performer:

• Executes – high level performers execute.  They engage the “Ready, Fire, Aim” process of prepare, take action, adjust action that creates greater amounts of positive energy and results, rather than the conventional “Ready, Aim, Fire”…recognizing the majority of people get stuck at “Aim” and never take the action needed.  Ever seen a mom or dad juggle one or more toddlers?  That’s as high performance execution as you will see in any boardroom or courtroom!

An executive/peak performer:

• Is inside-out focused – high level performers understand that our external environment mirrors our internal developmental level.  In other words, high level performers focus on themselves and drive towards their personal “A-game” rather than continuously looking outside of themselves for responsibility, accountability, and solutions.  Think of the slogan “An Army of One” – each individual piece striving to be at their peak, coalescing into a high performing group entity.

An executive/peak performer:

• Is gritty – high level performers seek out opportunities to cultivate grit, that mix of determination, passion, and perseverance that allows us to drive through obstacles.

An executive/peak performer:

• Is neuroscience savvy – high level performers understand how the brain and body work to create the results desired.  Without that knowledge we abdicate our creative power to the unconscious, habit and live our lives on auto pilot.

An executive/peak performer:

• Constantly seeks to self-improve – the high level performer understands that human beings are biologically designed for constant growth and change, yet psychologically drive towards homeostasis and comfort.  Therefore, high level performers continuously look for opportunities for growth and recognize the motivation for that growth must initially come from within.  They push themselves to “reach” as often as possible.

An executive/peak performer:

• Is anchored by values and integrity – the high level performer knows what they value and utilize those values as foundation for their decision making and actions.  Integrity is a cornerstone of the high performers psyche – they embody the saying “Always do the right thing, even if nobody else is looking.”

High level performers wear many different hats and hold many different roles within our society.  Yet, they share the characteristics outlined above. 

If you are reading this you are an executive regardless your official “title”! 

Welcome executive – now pass it on to your brother and sister high performers!

Find out more about Greg here.

 

Are you an executive/peak performer? Please tell us why below. 



This program will help you become an even better peak performer!

     Coaching In The Workplace



© 2014 and beyond Executive Coaching University. All rights reserved.

Women are better executives than men. Yep, I just said it. Now, I'll back it up!

• According to Business Insider women rank at 54.5 percent in “Overall Leadership Effectiveness,” with men ranking 51.8 percent.
• According to the same article in Business Insider, “Overall Female Effectiveness” increases significantly after the age of 40.

Yet...

• According to Forbes Inc. women currently hold 4.6 percent of Fortune 500 CEO positions and roughly the same percentage of Fortune 1000 CEO positions.

Hmmm…

So why, if women have a higher ranking in “Overall Leadership Effectiveness,” and they get better with age, are there so few women leaders? 

The answers are varied and, quite frankly, questionable. Anything from the standard work-life balance drivel to the "glass ceiling" for female executives.   The quote that jumps out for me is “women need to perform twice as well to be thought of as half as good.”  

So… are women tired of the battle?  I don’t think so…

The reality is that women are the ones to watch!  With their strategic ability, instinct for collaboration, and ability to invest in the teams around them, their rise is inevitable. 

One of their greatest traits is that women maintain the habit of asking for feedback and taking action to improve which makes them invaluable. Do most men? Not so much.

So for all you women out there…continue your path, take initiative, drive for results, know your worth, and lead on! 

For the men…you may want to make friends with your women colleagues so they remember you when they are at the top.

They are indeed a BIG deal.

To your continued success!

 

Please know that we are here to help!. You can find out how we can assist here.




© 2014 and beyond Executive Coaching University. All rights reserved.

When asked at a corporate retreat to detail his biggest challenge as a senior level executive, an esteemed colleague recently shared with me that he was literally brought to tears of frustration as he described his efforts to connect and inspire his younger workforce.

Turnover from this segment was at an all-time high and it was severely affecting morale, production and leadership.

This scenario is happening all over the world. Millennials currently represent 30% of our workforce and will grow to over 40% by 2020. This issue will only exapand in importance. The press has written about this generation as the “Me Generation.” There are more similarities in values than one may think between generations; it is the order and priorities using these values in their lives that are different.

Here are three suggestions to engage differently with your Millennial workforce. If you want to gain a competitive edge, reduce turnover costs (and your frustration level), keep reading!

• Create a plan. Seek outside expertise if necessary to create a strategic approach to this human capital issue. Address it like a budget issue, capital project, operational issue, or other business system. Also, please include your Human Resource people…and remember - this is a leadership issue, not an HR issue.
• Ask your Millennials to weigh in. Get a better understanding of what the expectations are from your people. Asking during an exit interview is too late to salvage your investment in that person. So be proactive! Many times the solutions are within an organization. All we must do is ask for it.
• This is a worldwide epidemic in business as more boomers retire and Millennials move in to fill the ranks. Coaching as a management style has never been more important than it is right now. Seek coaching training for your leaders.

Transform your culture to create buzz with Millennials as an organization that “gets it.”

This requires a different mindset in how we lead. Having a coaching professional to help you see things differently...asking provocative questions of the entire organization, stimulates new thinking. This shift leads to quicker solutions.

Remember, all business problems are people problems!

It is a new world. It is changing rapidly. It will not be “the way it was” ever again. By acknowledging these things and creating a plan to engage Millennials differently, you will be out in front as the trend setter with this vital segment of the workforce. Your turnover costs will drop and company morale will rise…not to mention your life will get a whole lot better when you are not frustrated to tears.

Are your Millennials bringing YOU to tears? Please leave your comments below. 



This program will help you become an even better leader!

     Coaching In The Workplace



© 2014 and beyond Executive Coaching University. All rights reserved.

 

This is secretly one of the biggest fears of executives.  I know it was one of mine...the fear of being “found out” or exposed as the fraud I felt I was. 

What would happen if people found out that:

• I didn’t always have all the answers? 
• I didn’t always know what to do next?
• I was flying by the seat of my pants, hoping I was making the right decisions? 

To cope, I spent so much of my time being busy; juggling all the balls, hoping one wasn’t going to drop. Pretending that I was ten feet tall and bullet proof.  Trying to be everything to everybody so that I didn’t let anyone down.

• I was exhausted.
• I was scared.
• I was worried.
• I was fried…

Sound familiar?

I accomplished this juggling act for a great many years until one day I looked in the mirror and I said “you’re a fraud.”  I realized at that moment that I was living my life on other people’s terms, working for their desired outcomes, not mine.  

On the outside I looked like I had it all together.  I had built a wonderful reputation as someone who gets things done. I had built strong teams and developed relationships with peers that are still thriving to this day.  I created what I thought was confidence through lofty accomplishments. 

What I know now is all of that “stuff” was external to me.  I built a life that was external to who I am.  Everything my life was built on was based on my ego, my need to prove my worth. Oh, don’t forget the all important people pleasing that I was a champ at.

I was slowly but surely losing myself in the life I was building.  Day in and day out I was giving more of myself, emptying the tank.  If I hadn’t recognized this fact that lonely day in front of the mirror, I’m not sure where I would be today.

If this resonates with you in any way, then slow down and think...

When was the last time you spent any time in front of the mirror of your life?  I’m not talking about brushing your teeth, shaving or putting on your makeup.  I’m talking about really taking a look at yourself and the life you have built.  

When was the last time you asked yourself:

• Is this my life or is it someone else’s?  
• Am I operating from a place of personal integrity?
• Will I look back on my life with pride or regret?

If you are living this life like it’s truly yours, great! Keep building it.  If it’s someone else’s, don’t you think it’s about time you gave it back?

*******************************************************

Ever feel like an imposter, a fraud? Please leave your comments below. Let’s get this discussion out in the open!

And...

Did you know that all the way to the end of his illustrious career Jack Welch felt like an imposter? You’re in good company...



This program will help you become an even better leader!

     Coaching In The Workplace



© 2013 and beyond Executive Coaching University. All rights reserved.

Are you really clear about what you want?

• Have you made a list?
• Have you set goals?
• Have you visualized your desires as being achieved already?

Thought so…

The odds were with me on this one.

You see…

• Only 3% of people set goals.

3%.

And, it gets better…

• Only 1% review their goals daily.

1%.

And the percentage of people who actually visualize achieving their goals?

Smaller than my mind can grasp (that means I couldn’t find research to back up any number).    ;-)

This is GREAT NEWS!

“What!,” you say?

It’s true…

Think about it for a moment…

If you actually crystallize your goals,

Then write them down,

Then visualize achieving them each day…

Guess what?

You will be at the top of the class!

You will do what most others don’t!

And, most importantly…

You will achieve all that you want!

And it starts with…

• Thinking the thoughts.
• Writing the thoughts down.
• “Seeing” the thoughts coming true.

You can carve out 5 minutes each day in order to achieve your dreams, right?

Thought so.

I just knew that you wanted to be a 1%-er!

I can “see” your desires coming true already…



This program will help you become a 1%-er!

     Coaching In The Workplace



© 2013 and beyond Executive Coaching University. All rights reserved.

Truly...Are you dying to leave a good legacy?

Want to know how to do it?

So many of my clients are at the stage of their lives where their focus is on leaving a good legacy.  Isn’t this what all of us want? To be remembered fondly...to make an impact...to build something.

While these are very admirable goals (and ones that I find myself thinking of often), I have discovered that leaving a legacy means something slightly different for everyone. 

Most of us focus on building and creating so that when we are gone people remember us.  We focus on the external...not the internal.

What do people actually remember about us after we have moved on?  

Do they remember what we did...or who we were?

One of my clients mentioned that some of the most memorable individuals within the organization were not necessarily the top performers. The reason they are memorable is because they are a nice person who is kind to everyone. It’s about who they are vs. what they do.

Hmmm...

While this seems crazy to those of us who are driven to slay the big dragons, there may be something to this.

Leaving a legacy isn’t just about doing something, it is about being someone.  People don’t just remember what you did...they remember how you did it, and who you were while doing it. 

Legacy is about who you are being while accomplishing your tasks, it’s about interpersonal relationships. It’s about having an impact on the way people think. 

Life is so much bigger than our need to prove our worth...so much bigger than controlling a business outcome...so much bigger than just the bottom line. 

Life is really about being an inspiration to those around you through your actions.

Ask yourself:

• Who are you being each day? 
• What imprint are you leaving on others? 
• How do you make your contribution?

I have yet to attend a funeral where work accomplishments were the main focus. 

I know I want my eulogy to be about the positive impact I was able to make in people’s lives – and not just the bottom line. 

How about you?

Start to think about life as your vehicle to express who you truly are and the positive ripple effect you leave when you walk out of a room.  If your actions connect with another and inspire them in any way, you have left a positive legacy. 

You are leaving a legacy every single day of your life...in every moment. What legacy do you want to leave...starting today?

Quick…

What one skill is the most important for a manager?

Are you sure?...

It’s coaching!

What about all the technical stuff? Spreadsheets, product knowledge, etc.?

It ALL takes a back seat to coaching.  Here’s why…

Human Capital (your people) is more important than all of the technical stuff combined. They are your most important asset. They are the biggest line item of your budget. Shouldn’t you treat them as the most precious asset that they are?

Huh? Have you really thought about that? Better start thinking now…

Because, according to a recent poll:

• 51% of your best people are actively looking for another job! The simple truth is that if you coached them they wouldn’t be.

• According to a recent Gallop Poll, employee engagement levels in North America are an abysmal 30%.

How much money do you think that is costing your firm?

• In the U.S. alone it’s costing organizations $360 BILLION a year!

Coaching can help with all of these issues…and if you have coaching skills it can help you look like a rock star!

According to a recent Harvard survey, "Coaching skills for managers is the most important skill required for success in the next 10 years."

Got it?

Now, what are you going to do about it?  It’s only your career…

 

This program can help! Coaching In The Workplace



© 2013 and beyond Executive Coaching University. All rights reserved.

As business owners we are always looking for the edge. Many of us are looking for ways to get ahead of our competition, keep up with what our consumers demand, and create a viable workforce.

Most of us in labor intensive businesses would agree that one of the most challenging things we must find balance with is our people, or the human capital, in an organization. It has been said that any business problem is a people problem. That has never rung more true than now.

As Boomers are retiring rapidly, companies are seeking to backfill the positions vacated with the Gen Y population, or Millennials. They represent 25% of American workers, according to the U.S. Bureau of Labor Statistics. By 2020, that number will grow to more than 40%. The oldest members of the generation are turning 30 this year, the beginning of their most productive work years.

What is the problem? Millennials view the world differently than any previous generation before it.

Here are a few characteristics you may have noticed:

• They tend to be very socially conscious and expect their employer to be as well. I had a millennial client who recently left his management job where he made a good living, to go to work for a competitor for less money who was more in alignment with his personal beliefs and world views.
• Millennials ask a lot of questions and want to have a voice in the decision making process. They want to be working for more than the money.
• They are not afraid to make changes and can be somewhat impatient. They will make changes quickly if it serves their goals or if their employer seems disinterested in them.
• Recent studies indicate that Millennials favor smaller businesses. According to a 2012 report by Payscale, 47% of Millennials in the workforce are employed by small businesses of 100 or fewer employees and 30% for businesses of 100-500 employees. Only 23% work for larger companies and many are entrepreneurs.

Seeing how the average Millennial will have twenty jobs over their lifetime tells us we have to make some significant changes to how we hire and retain our best people. Some reports show that average turnover cost can be as high as $24,000 per person! Another thing to consider is that employers will be facing leadership gaps as the retirement of Baby Boomers continues. To develop those leaders, and retain them, companies must change their approach to hiring them. Potential employees are now interviewing companies as much, or more, than the companies are interviewing them.

Three tips to get you started:

• Get an outsider’s perspective of your current culture and identify where you need to improve and what you are already doing well. Hire someone with deep listening skills and business leadership experience for best results.
• Ask Millennials outside of your organization, and within it, what they look for and expect from an employer. If at all possible, craft your offerings around the answers you receive. For example: flexible work time, round table discussion groups, and adding value to the community (and the world) are three great places to begin.
• Don’t underestimate the importance of integrating soft skills training into your company culture. Coaching as a management style, along with encouraging authentic communication protocols, would be a great start that will resonate with the younger generation.

Annual turnover costs have been estimated at $416 billion in the U.S.  With turnover at an all-time high, this is decreasing efficiencies and shrinking profits. This can cripple a business on the edge and create long term issues for those currently doing well.

It is time to decide how we will accommodate the millennial generation in our businesses and develop the future with them. This is not just an HR issue that they can “figure out.”  It is a leadership issue that warrants being moved to the top of the “to do” list.



© 2013 and beyond Executive Coaching University. All rights reserved.

A colleague recently forwarded an article to me from the Financial Times online site FT.com entitled, “Stanford Research Finds Chief Executives Want Training,” written by Adam Palin, (August 1, 2013).

I read the one page summary with increasing agitation.

Highlights included:

• Nearly two-thirds of high level executives do not receive coaching or leadership advice from those outside their organizations.
• This despite 100% of executives involved in the research project “enjoy some type of coaching.”

Huh? Two-thirds don’t get coached but 100% of them enjoy it???

The findings reported in this particular article match the plethora of similar reports I have recently read in such varied sources as Inc. and Psychology Today…just within the month.

Often the reports comment on how important high level executives think coaching or advising is for their executive team – and yet, two-thirds aren’t getting that type of unbiased, larger perspective advising themselves.

So, why the agitation?  I had to stop and really think about why this ticked me off…

• I was not agitated at my colleague for forwarding the article.
• I certainly was not agitated at the reported findings, all of which promoted my chosen field of endeavor quite positively.
• My agitation arose from a question – “If executives value coaching and leadership advice so much, why aren’t more seeking it out?”  Why this “vacuum of I?”

What needs to occur for the headline to read: “100% Of Leaders Currently Using the Guidance of Executive Coaches?”

I chafe at the continuing bombardment of cultural communication focused upon reporting the status quo – the environment, economy, education – you name it.  The focus is very, very rarely on the action – just the “state of things.” Sadly, it’s as if we have become fixated on watching, with fewer and fewer of us actually taking action.

Regrettably it seems to be the case with many leaders too.

Why are “the best of the best,” not seeking outside guidance?  How can these leaders consider that a sound leadership approach?

Every individual must lead self (and others) to hers or his highest potential…a potential never achieved within the “vacuum of I.”

 

Do you know leaders who are living in the “vacuum of I?” If so, what can you do about it? Please leave a comment below with your thoughts.



© 2013 and beyond Executive Coaching University. All rights reserved.

“Ac·count·abil·i·ty “
Webster’s Definition: an obligation or willingness to accept responsibility or to account for one's actions. 

Many leaders approach “accountability” wrong!

For instance:

• Many leaders see “accountability” as just a tool to make sure their workers are producing at the level they want them to produce.
• Many leaders use a number of exercises to bring this about: Dashboards, Accountability charts or graphs, even “accountability meetings.”
• Many leaders miss the fundamental and transformational point – high performance organizations (and individuals) don’t just talk accountability, they walk it…constantly!

Now, for those who get it right:

• A few enlightened servant leaders understand accountability is not a tool, it is part of the foundation…part of the value system that everything is built upon. And it starts with them.
• A few enlightened servant leaders focus first on holding the image in the mirror accountable before anyone else.
• A few enlightened servant leaders understand leadership is an inside out process.  They get the fact that others will not practice healthy accountability unless they demonstrate how it is done. 

Make sure your inner world and outer world are in alignment. Hold yourself to a higher standard than those whom you serve. They will get caught in your updraft. 

Once you accomplish this, you will differentiate yourself by being one of the few who actually practice accountability, not just one of the many who preach it!



©2013 and beyond Executive Coaching University. All rights reserved.