Are you feeling overwhelmed with the amount of work you have on your plate? Do you feel indispensable, like you can’t take time off without everything falling apart? Have you missed deadlines? Do you work long hours? Are you making all of the decisions? Do you feel too busy to check in with direct reports or colleagues? Have you been told that you need to delegate more? If you answered yes to any of these questions, you likely have difficulty with delegation.
There is no argument that effective leadership requires a variety of competencies in the leader’s toolbelt. Some of these tools include effective communication, inspiring, directing, creating vision, strategic thinking, building relationships, adaptability, drive, execution and emotional intelligence. Coaching is a relatively new tool for the leadership toolbelt. Like all the other leadership competencies mentioned, coaching is not the only tool for leaders; however, it is an important one.
There are many misconceptions of what coaching is and even how to use it, and leaders often think they are coaching when they are not. For example, a leader meets with a team member to discuss a challenge, situation or area for improvement and basically tells the employee how to resolve the problem. He or she may tell a story of resolving a similar situation. Next, the leader encourages the team member to “get out there and make the changes.”
Does this scenario sound familiar? Although this approach may have a place in leadership (in fact, it’s more like mentoring), too often, it becomes overused. When a leadership competency is overused, it becomes a weakness.
Read the article in it's entirety here: http://www.trainingindustry.com/blog/blog-entries/add-coaching-to-the-leadership-toolbelt.aspx
When you think of doing a stakeholder analysis, doesn’t it seem a little mid-20th century? When you look at it, after all is said and done, isn’t it really just names? Scrawled black and white names hanging there on the page in front of you with no depth whatsoever. However, there is something much, much more going on behind each and every name on that page. Every one of those colleagues, every one of those team members, has an emotional makeup that pushes them to make all sorts of decisions, both logical and illogical. Those humans, every individual named on that page, are flesh, blood, and bones so why not take that fact into consideration the next time you perform a stakeholder analysis?
I understand, it might seem a little challenging to project your EQ onto something as two-dimensional as a stakeholder map. “I mean” you might be thinking “isn’t the stakeholder analysis supposed to simply be a strategic planning tool? Don't make this more difficult than it needs to be!”
Another way to look at the MSBCoach Leadership Maturity Model - or Our Approach - is in this LMM Competency Matrix:
It’s happened to us all: At some point in our careers we didn’t know the answer.
We were not prepared. We weren’t sure of what decision to make. And for some – this is our worst nightmare! Especially in the workplace, we are concerned with how our coworkers, bosses or clients perceive us. We want them to feel we are credible and competent additions to the team. But how do we balance that with our innate “human-ness”? The state of being imperfect – but trying to be so?
What causes a leader to fail?
The truth is, there are many things that cause failure at all levels of leadership. There is not a specific “formula” for leadership failure, just as there is not a specific “formula” for leadership success. There are however, actions or behaviors that drive a leader toward the path of success or failure.
Change…. just the word alone brings stress to many of us. We encounter so much change in our rapidly evolving world that you may wonder, “How do I keep up and manage change for myself, let alone lead my team through another change?” One thing is for sure when it comes to change, it is not a matter of if, but when.
If we are not changing, we are dying… which is not an option. There is a quote by Charles Darwin that says, “It is not the strongest or the most intelligent who will survive but those who can best manage change.” How well do you manage and lead change?
We know that our clients value return on investment (ROI). Our goal at MSBCoach is to provide insight into the challenging question of how to measure the ROI for leadership coaching and development, as well as the team-building programs we offer. A frequently asked question is, “How does one build a business case for leadership development that will resonate with the executive leadership or stakeholders?” Pressed with company expectations to increase revenues while decreasing costs, many business leaders are reluctant to invest in development ￼programs, viewing them as a luxury rather than a necessity. This certainly isn’t a new issue but, in a down economy, the pressure to justify every expense is intensified. The view held by experts is that leadership development must be viewed as a strategic investment in the business, and that a business case can – and should – be built in support of any such program...
Many leaders are finding they must deal with more chaos and disruption – and uncertainty – in their environments. The pace of growth and the need for innovation requires a whole new approach to leadership. People who thrive in this environment are sometimes referred to as GenFluxers, a term coined by Fast Magazine, and refers to a mind-set that embraces instability, that tolerates--and even enjoys--recalibrating careers, business models, and assumptions. It’s not defined by age but rather by one’s outlook and agility. The traditional hierarchy leadership structure is no longer the optimum structure in today’s fast-paced world; rather one that embraces informal networks and informal leaders to provide ideas and innovations that move the company forward. In this webinar, Susan will share her experiences in working with companies – and non-profits – in exploring ways for them to take advantage of the disruption by focusing on new skills, new ideas, and new ways of connecting and collaborating. She will also explore the role of informal networks in helping companies become more agile, adaptable, and innovative.
This webinar will answer the following three questions:
Susan J. Thomas is Managing Consultant with IBM Business Consulting Services, Human Capital Solutions. She works with a variety of clients and companies to provide consulting services in the areas of skills competency analysis (which includes different types of questionnaires), certification test development and skills assessment, questionnaire development (both paper-based and Web-based), and training evaluation. She also assists clients with data-based decision making by helping them design question-naires and by performing statistical analysis and data mining to help them make recommendations and create action plans. Prior to joining the IBM Corporation, she was a measurement statistician and test development specialist with the Educational Testing Service. She was also an adjunct professor at Rider University, where she taught graduate courses in research methods (including questionnaire design), testing and measurement for teachers, basic statistics, and authentic assessment. Previously, she was a faculty member at the University of Illinois, Urbana-Champaign, and Florida State University, where she taught courses in measurement, research design, and various areas of educational and developmental psychology. She has directed numerous funded research projects, has presented extensively at the annual meetings of the American Educational Research Association and the National Council for Measurement in Education, and has served as a Divisional Vice President of the American Educational Research Association. She has published several journal articles, as well as Evaluation Without Fear with coauthor Roger Kaufman, and Designing Surveys That Work!, a predecessor to the current book. She conducts workshops for teachers on topics related to assessment and has developed many training guides for these workshops. She did her undergraduate work at the University of Wisconsin–Eau Claire and received her Ph.D. from Purdue University.
Leaders in organizations of all sizes understand, people are our single greatest resource. There are clear bottom-line benefits to having an effective, integrated talent management strategy which is created upon a foundation of the broader business goals and objectives. An effective talent management strategy will ensure that critical roles are understood, key people are identified and your future stars are acknowledged, managed, engaged, motivated, empowered and retained.
In this webinar: