Executive Coaching

When I served in an Army tank battalion we were taught marksmanship; first at stationary targets, and later, at moving ones. In the classroom, we learned that if the target was moving left or right you had to aim a bit ahead in the direction it was traveling in order to hit it. As we transitioned to ranges with actual moving targets, we had to compensate for vehicles that might be maneuvering at what then seemed like incredible speeds, sometimes as high as 30 mph.

The best marksmen and tank gunners were those who fired an appropriate distance ahead of the vehicle. We called it “Leading the Target.”  The finest gunners would apply mental feedback loops to compensate for windage and smoke.  Initially coached by experienced tank gunners, they asked themselves a hundred questions and later developed shortcuts for answering them. Today we call those shortcuts heuristics. Others call them intuition.  Either way, all are based on gathering information and awareness about one’s environment and then making meaning of it.

Targeting and marksmanship are metaphors often associated with leadership and business. “Right on target,” “Straight-shooter,” or “Bull’s eye” are not uncommon terms thrown about in corporate settings.  But “Leading the Target,” has often drawn blank stares from my colleagues. It shouldn’t. Business is moving at a speed considerably faster than 30 mph.  And, unlike modern tanks with computers and predictive gun sighting technology, it still takes leaders and teams working together in an organization to effectively stay ahead of the speed of change.  Leaders and teams, not unlike marksmen and tank gunners, must determine which organizational challenge or target to concentrate on and how to effectively “hit” it. Read More…

I remember hearing a joke about a young man on a blind date. Over dinner, he spent hours providing his date with non-stop detail about his life, his thoughts, and his feelings.

At some point, though, in a rare moment of introspection, he must have recognized that perhaps he had talked too much and had not asked questions or, for that matter, even stopped to think or listen.  So, he quickly asked, “Well, that’s enough of me talking – tell me what you think of me!”

Few leaders suffer from such communication issues, but many fall into the trap of failing to take the time to listen, to be attentive, and to give space so that the other person or team members can feel themselves invited into the conversation.

Such leaders are thus limited in their ability to be attentive to others.  In order to provide that opening, they need to stop for a moment, to allow the other person to collect their thoughts and formulate an answer.  I call it  “the power in pause.” Read More…

You’re a busy manager and it’s Sunday evening.  You’re trying to get ready for the upcoming week.  You log onto your work calendar and incredulously look at your Monday schedule wide-eyed.   You are booked with continuous back-to-back meetings from 7 am until 6 pm!

“What happened?” you ask yourself.  Then you remember that a dozen people have access to your calendar and, being the ultimate pleaser, you have agreed to every meeting request.  Without realizing it, you have set yourself up.  It looks as if you will have no down time at all during the day.

And you won’t have something else:  The ability to mentally and physically prepare for each scheduled meeting.  From one-on-ones to team sessions, you will jump from conference room to office and back again continuously.  And at the end of the day, you will try to make meaning of it all.

“I’m just incredibly busy – and that’s the way it is,” some clients tell me.  Others try to convince themselves – and me –  that they are exceptionally good at multi-tasking, and besides, “I just facilitate the sessions and direct others – I don’t need to do the work that comes out of the meeting.” Read More…

You’ve made it into a leadership position. You are finally a manager! You take the new job seriously, knowing that the responsibilities include meeting strategic goals, managing budgets, and making presentations to senior management. Those challenges are daunting, but you feel well prepared, due to your background, education, and business experience.

And yet there is one area with which you are uncomfortable – the ability to give feedback to the women and men on your team!

While your formal education likely focused on balance sheets, corporate finance, and strategic planning, the idea of giving meaningful perceptions about professional growth to others was likely not formalized – and it was probably left to your own devices and experience.

Many clients with whom I have worked were not provided much in the way of meaningful, timely feedback or instructions on how to do it. For some, even if it was taught, such training was limited, and for most individuals, regrettably, it was a bit of an afterthought. Read More…

I learn from every client.  One lesson in particular that comes to mind came from a young leader with whom I recently worked.

My client was extremely curious about how others saw her.  She worked hard at becoming aware of her own well-developed sides and those she discerned might be less developed.  She was a veritable sponge for learning!

Her growth as a leader was amazing, as she honed skills at dealing with others who might have different styles and perspectives, recognizing her own resistance to change and then setting judgment aside, using the lens of learning and appreciation for others. She worked hard in listening and in taking the time to pause.  It was a remarkable journey to watch. Read More…