A few weeks ago, I published a blog about “Finding My Solid Ground.”  The article struck a chord with my readers, many of whom followed up with questions and comments.

One person asked, “Do you have any ideas on how I, as a leader, can help establish solid ground for the members of my team?”  As I sat with the question, I replayed sessions with clients and conversations with colleagues where that very idea had been raised – indeed on how a leader can build a real team.

Contextually, of course, the most effective time and place to establish solid ground for your team is at the very beginning of your leadership journey with them.  “Well begun is half done,” is an aphorism to remember for any of us embarking on a new endeavor and most especially when we take on the mantle of leadership within an organization or business. Read More…

I was fortunate to work on the senior team of an airline president who epitomized servant leadership.

If he was carrying a pen with the corporate logo on it and an employee complimented it, he gave it as a present. He would lend his car to those of us who commuted by subway when we needed to get around the New York City metro area. He was invariably the first in the office and usually the last to leave.

When we were at a company-sponsored event, he never ate until everyone had their food. And he absolutely never missed a company orientation for new hires. Perhaps the most telling thing about him was his lack of pretension in any situation. He helped to clean airplanes when we arrived at our destination, and I recall times when vans would pick us up and he would sit in the “way back” with the luggage because the vehicle was too full.

Most importantly, he was always “present” in the moment when he was talking with you. He wasn’t looking beyond you to see who might be walking by; he was engaged in you as a person and you never had any question that his focus and interest was on you. He modeled a behavior I always wanted to emulate and still do today.

Juxtapose that with another senior manager with whom I worked. While ostensibly a kind and decent man, his actions were virtually opposite that of the other leader I described. When you traveled with him on an airplane, you would sit down next to him and ask him about his family. He would quickly respond and briefly ask about yours.

Then he would open up the Wall Street Journal or New York Times and not speak with you for the duration of the flight. I did not feel he was fully “present,” and did not experience curiosity in him related to you as a person. When food was served at a meeting, he did not wait for the others in the room to eat first. And, in the midst of darkening economic storm clouds at the company, I can still distinctly remember him selecting a foreign luxury car as his company vehicle, as he disliked driving a domestic one.

Such actions can make or break a leader.

Can Executive Coaching change such behaviors? The answer is not easy, as so many of our actions are driven by our innate styles and beliefs. But it is likely that the second company manager never stopped to realize how others perceived him. He had such confidence in his own abilities that he may not have realized that the perceptions of others can damage a leader’s reputation.

Focused executive coaching can facilitate tools for awareness through 360 evaluations and confidential interviews with colleagues, thus educating clients about who how they are seen. The emperor was never told he had no clothes, and so it is with many executives, who rise to positions of prominence and, in their mind, well-deserved importance, without realizing that they need to stay grounded and never stop being servants to their people.

David Neeleman, the founder of JetBlue and himself a servant leader, often said regarding pilots, support staff and other “behind the scenes” people at the company, “We serve them, so they can serve our customers.” Neeleman understood that the essence of “Servant Leadership” is about service to everyone in our companies, and most especially those who pay our salaries by purchasing our goods and services.
A fundamental part of coaching is a relationship of trust between the client and coach, where you can learn about yourself through a number of tools and then to explore them in a confidential setting. Awareness of who you are and an understanding of how you want to change is a first step, followed by action planning and execution related to your own behaviors and style.

We can better change when we become curious about how others see us and seek data and perceptions about our own developmental opportunities. That’s a critical part of the value of coaching.

This article originally appeared on bostonexecutivecoaches.com.

Perhaps the most important skill a leader can have is to engage in timely, appropriate, and ultimately successful conversations with others.

So often things get in the way.  It might be that we are uncomfortable with the other person or the subject is something that we have been avoiding. Sometimes it is just our own reluctance or what we project to be the resistance of the other individual. And it could well be that we have spent so much time coming up with our own script and arguments prior to engaging in conversation that we forget the goal of any interaction is connecting with another.

Whether it’s a coaching moment, a periodic review, or a status check on a project, the best approach for a leader is to create a container of communication and trust with another. We achieve that by focusing our effort on understanding the person and working to appreciate their viewpoint. We can do that by forfeiting our innate desire to respond to the other person with our own perspective or argument.

In other words, the best approach is to have the planned outcome to be that of merely learning about the other. That intent helps us join with someone. Initially, the vehicle to achieve that is completely one-sided, with a commitment on our part of not using that time to present our own thoughts or opinions. It may seem counterintuitive, perhaps because it is not commonly used in today’s conversations. Read More…

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…