Comments for Executive Coaching Guru

Comment on 11 reasons that leaders fail by agammy

agammy — Fri, 29 May 2009 20:16:45 +0000

I love this post. It’s interesting, because you expect to see (and coach) executives with qualities 1, 2, and 10, but there are a surprising amount of executives who are actually are bogged down by 4, 9, and 11. How do people make it to top ranks without developing some assertiveness, and the ability to say what needs to be said, and do what needs to be done?

Comment on Leadership means ownership by Anton C. Muhadly

Anton C. Muhadly — Wed, 27 May 2009 09:46:07 +0000

We also need recognize our personal leadership strengths and develop the capacity to be effective in a wide range of circumstances and environments.

Comment on 11 reasons that leaders fail by Dave Kinnear

Dave Kinnear — Thu, 21 May 2009 16:03:04 +0000

Thanks for this insightful posting. These behaviors are, of course, symptoms of deeper root-cause issues within each of us. I’m wondering how you will use the 360’s, which provide valuable information about how others experience the executive mentee, to dig into the root cause of values leading to beliefs resulting in behaviors.

Comment on Fred ‘the shred’ Goodwin vs. Gordon Brown demonstrating the leadership spectrum by David Salahi

David Salahi — Tue, 19 May 2009 18:09:56 +0000

Yes, I think it’s important for leaders to demonstrate through their actions that they truly care about people. Unfortunately, too often businesses value people only as resources and not as human beings (I always preferred the term personnel to human resources).

Comment on Fred ‘the shred’ Goodwin vs. Gordon Brown demonstrating the leadership spectrum by futiledemocracy

futiledemocracy — Sat, 28 Feb 2009 12:36:34 +0000

I agree with you. Although, Gordon Brown is as good as politically dead.

Comment on Leadership means ownership by Jean Maslanka Kelley

Jean Maslanka Kelley — Sat, 17 Jan 2009 22:58:34 +0000

What a great quote: “If you touch something own it.” Also like your comments about “engaged” and “committed.”
Jean Maslanka Kelley
Executive Coach

Comment on Leadership means ownership by Jon Warner

Jon Warner — Sun, 21 Dec 2008 00:51:45 +0000

I agree with the comment “I see a lot of Teflon coated activity where senior leaders attach, detach, engage, disengage where they feel there is political value”. As executive coaches I think we have a role in steering executives to be have more “skin in the game” at times so that they can gain the full learning expereince, even when things may not go quite according to plan
Dr Jon Warner
http://www.WarnerResultsCoaching.com

Comment on 360 Degree Feedback – Breakfast of Champions by reactive 360 feedback

reactive 360 feedback — Sun, 26 Oct 2008 08:41:26 +0000

Hi, if you add the 8th as davids 360 tailored to an organisations specific makeup then the 9th should be evaluation and improvement, as organisations change on a month/yearly basis their values change and the competancys change resulting in re-evaluation of the process on a regular basis.

Comment on 360 Degree Feedback – Breakfast of Champions by David Cooper

David Cooper — Sat, 05 Jul 2008 10:17:53 +0000

To add an eighth consideration – 360 surveys should be built on the organisation’s needs – Taking time to design a questionnaire around the specific needs of the organisation is time and effort well spent. Questions that measure a person’s ability to lead people in a manufacturing environment will be different from those used to measure a similar role in a charity that supports people with learning disabilities. Whilst this sounds obvious, our experience is that it is not the instinctive approach taken by most. Instead, many of those looking for a 360 Degree Feedback tool settle for a generic, off-the-shelf leadership or management questionnaire. Then they wonder why they don’t get the great results they were after. To make a real difference 360 degree feedback questionnaires need to be fit for purpose. In real terms this means they need to be directly linked to the organisation’s expectations of how managers are expected to manage and lead others