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February 15, 2008

The 29% Who Are Onto Something Big

The Economist magazine recently released a report entitled “Doing Good - - Business and the Sustainability Challenge.” They analyzed responses about corporate social responsibility - - put more succinctly, sustainability - - from 1200 execs and concluded that the picture is grim.

The opening of this interesting report states...”Being a good corporate citizen has never been so challenging. Companies have long been under public scrutiny for practices ranging from recruitment to workplace safety, from attitudes to overseas investment to environmental pollution. The emergence of climate change as a mainstream political issue, however, has served to drive home the breadth of ethical issues with which firms must now grapple. The business—and societal—implications of how companies address these are so far reaching that a new area of management practice has come into being to manage them, known by many as “corporate sustainability”.

Continue reading "The 29% Who Are Onto Something Big"

Posted by Terry Tamminen at 12:58 PM

February 14, 2008

Leadership: When My Fingers Do The Talking

I've noticed a funny phenomenon when I type: My fingers sometimes type out words that are spelled similarly or may even be derived from the word I intended, but are not. I notice other people also do this. It seems to happen automatically, such as when I want to type the word real and end up with really. Or just now, when I typed the word "type" in the last sentence, my fingers automatically put in the word "of" to follow. I had to go back and delete it. I don't know if it happens for some reason like I've got a million things going on in my head and I just automatically type the words and phrases that are most common, regardless of whether I intend them or not.

I have to be very careful about this because I've found I can get into some trouble. For example, I've typed the following sentences in emails:

Here's what we accomplished at the eternal meeting. (I meant external.)
That depends on his pubic speaking skills. (I meant public.)
In that case, Barack Obama would bean Hillary Clinton. (I meant beat -- hmmm, maybe not)
She has a bit part in the presentation. (I meant big.)

And my favorite,

This technique will help to jog your member. (I meant memory -- ahem.)

Then, of course, there are the many, many words for which my fingers just seem to want to transpose or rearrange letters:

from becomes form
new becomes knew
favorite becomes favority (for some strange reason)
community becomes communicty

not to mention the numerous grammatical errors, especially:

your instead of you're
to instead of too

Sometimes I feel like I'm in third grade.

Does anyone know what this phenomenon is called? Has it happened to you? If so, please share some examples.

Ruth Sherman • Ruth Sherman Associates LLC • High Stakes Communications • Greenwich, CT • www.ruthsherman.com

Posted by Ruth Sherman at 10:16 AM

February 8, 2008

“Dear Lee”

It’s been almost two years since Exxon CEO Lee Raymond was paid about $400 million upon retiring. I’ve been wondering how he’s been spending his “golden” years and thought I’d drop him a line...

Dear Lee,

Boy did you jump ship at the right time! The legal noose is tightening around the fossil fuel industry as the evidence of damages to planet earth from global warming stack up higher than an Oklahoma gusher. California sued automakers to recover costs to the state from greenhouse gases and other air pollution (much like tobacco companies that paid billions for health care costs because of their toxic air pollution). Those cars burn the products you sold for so long, so I’m guessing your old pals are next.

Continue reading "“Dear Lee”"

Posted by Terry Tamminen at 12:56 PM | 1 Comment

February 6, 2008

Leadership: Good Bob, Bad Bob

The General has left the hardwood.

Robert Montgomery Knight, nicknamed the General not only for his stint as coach at Army, but also for the discipline and control he exacted at Indiana and Texas Tech, has abruptly resigned. Saying he was tired after 42 years of coaching, Bobby Knight is handing the reins of this team to his designated successor and son, Pat Knight.

Let the dissection of his career begin. For some Bob Knight represented everything good and wholesome about intercollegiate athletics. His teams played as a unit. His kids graduated, most often within four years. He played by the rules. And he won -- 902 games, more than any other Division I coach. At Indiana, the Hoosiers won three national championships and he also coached the U.S. Olympic team to a gold medal. By any standard, Knight was, and is, a true champion, in the purest and most authentic sense.

But then there is the other side of Bob Knight. Mercurial, irrational, heated, arrogant and down right mean spirited. Bob Knight once threw a chair across the court during a game in Puerto Rico. He repeated bumped heads and thumped his players’ heads and chests with his hands. He was caught on videotape grabbing the neck (and possibly choking) one of his own players at practices. He insulted deans and university presidents and threw tantrums in his office as well as in press conferences.

Continue reading "Leadership: Good Bob, Bad Bob"

Posted by John Baldoni at 7:00 AM | 1 Comment

February 5, 2008

The Leading Edge - Presidential Candidates Leave Your Dissonance at the Door

After rereading my previous blog, Obama, Clinton '08, I realized that what I was responding to in my switch to Obama in the number one position and Clinton in the number two position was the dissonance I was experiencing with regard to Hillary.

Dissonance occurs when what you see and hear doesn't match what you feel and when that happens you step back and "buy out" vs. stepping forward and "buying in." Another way of saying it is: Dissonance = What are you going to do for me?/What are you going to do to me?

The dissonance that gets triggered in me with Hillary Clinton is that there are many things she is qualified to do for us, but it is nearly canceled out by the worry of what she will do to us, when she is unhappy with something. I plead no contest to that being a double standard that many strong women face, namely if a man is adamant, he is aggressive; if a woman is adamant she's a b**ch. There is another factor which adds to my dissonance. That's the Bill factor. He is as much a liability as an asset and if Hillary became president, I honestly don't know how much I would want him guiding her vs. her knowing her own mind and merely considering his input along with other advisors.

I know that in the corporate world there are many highly competent, but "people skill challenged" individuals that initially offend people, but once they get the job done and it helps everyone, their personality gets re-written (think Neutron Jack becoming Jack Welch, the best CEO of the last century).

Since "Super Tuesday" is yet to be decided, I will still go with Obama as President for the simple reason that if the world needs to see the US through different eyes, the world needs to believe that we have a president who is capable of looking at it through different eyes.

Something else that is not Hillary's fault is that she represents the not so endearing part of "baby boomers" who are trying to desperately hold onto power rather than accepting that it is no longer their turn. I think the world would do well to have all the "baby boomers" pass the baton to the next generation(s) and give them their shot, graciously but not aggressively offering input whenever it is sought.

I don't know how capable "baby boomers" are of letting go of the command and control that they have had for so long. I know that being a baby boomer, I struggle with that.

Posted by Mark Goulston at 2:05 PM

February 4, 2008

The 5 Secrets

John Izzo and I are both members of an organization called The Learning Network. Among other things, the members support each other in various ways related to aligning work and life priorities; some might call it finding work/life balance, being “on purpose”, and just plain being happy. From my consulting work, I know these are topics that many executives and deeply concerned about.

So I was pretty jazzed when John sent me a copy of his newest book, The Five Secrets You Must Discover before You Die. The book is based on 235 interviews conducted with people aged 60-106 asking them to reflect back on their lives. He said that the purpose of the book was both to uncover the true secrets to happiness and meaning but also to kindle a conversation about eldership and to encourage people to seek the wisdom of the elders.

Each person interviewed was identified by friends and acquaintances as a person who they knew had found happiness and meaning in life. It turned out to include a very wide range of people from town barbers to aboriginal chiefs and CEOs.

So what are the Secrets?
1. Be true to yourself
2. Leave no regrets
3. Become love
4. Live the moment
5. Give more than you take

Needless to say there is a lot more to learn about each of these from the wise people John interviewed so I highly recommend you dig in -- for more information on the book, go to www.theizzogroup.com

Also, Dr. John Izzo and The Five Secrets You Must Discover Before You Die were reviewed along side the movie The Bucket List staring Morgan Freeman and Jack Nicholson by ListenUp TV, and if you’d like to see a video clip, go to Beyond the Bucket List: http://www.listenuptv.com/programs/080127bucket.shtml

Jim Bolt * Jbolt@executivedevelopment.com * www.executivedevelopment.com

Posted by Jim Bolt at 6:57 PM

February 2, 2008

The Leading Edge - Obama, Clinton '08

Obama, Clinton ‘08
with Bill as Secretary of State

Since I am not running for office, I respectfully exercise my right to change my mind or as I prefer to view it, have my opinion evolve. In a prior blog, “Why I switched to Hillary Clinton?” for which she and I took a fair amount of heat, I suggested that a Clinton, Obama ’08 ticket would be the way to go.

I’ve had a change of mind, because I’ve had a change of heart. Being an expert on emotional intelligence (so for those obsessive compulsive personalities who only focus on substance vs. style, please have at me), I’ve come up with something that makes more sense emotionally to me and I think will to others.

Essentially, Hillary Clinton does not “feel” like a CEO or someone that a lot of people would like to listen to for 4-8 years. It’s not her fault that she comes across too much like a primed-to-scold mother with her hands on her hips about to sternly say: “So why did you do that?” In fact I've heard that in a private relaxed setting and one on one she is quite warm and authentic (dare I say Al Gore who had the same reputation). However in public upon which the stage a President spends more of their time and where they are judged, she comes off more opinionated and insistent which too easily triggers a defensiveness or feeling that you’ve done something wrong even when you didn't. It’s like driving past a policeman in a car and feeling like you’ve broken the law when you haven’t.

It’s not just a female thing either. In the minds of most people, Carly Fiorina and Martha Stewart have similar “primed to be strident” public personalities, Meg Whitman does not.

Barack Obama on the other hand comes off as having strong opinions and being passionate which is easier to listen to. Bill Clinton had that quality (which is being eroded into as we sadly see a “darker” side of his personality showing through too frequently).

In my prior blog I thought Clinton as President, Obama as V.P. was the way to go. Currently, I have reversed that. The reason being that Obama feels more expansive and visionary and will be viewed more like an exuberant CEO and someone who will play better on the world stage both to other countries and to youth around the world (think Tony Blair and now Nicolas Sarkozy in France and Bill Clinton '92), Hillary Clinton feels more "baby boomer refusing to go gently into that good night," more focused on the details and pedantic the way you’d expect a COO to be. On the world stage, people would rather listen to a CEO than a COO.

If the best interests of this country could take precedence over ego and politics (which cynics and realists will say is not a “big” if, but an “impossible” if) Obama as President, Clinton as Vice President with Bill as Secretary of State and the “global market” facing presence to the world that continue to find him charming and inspiring would get my vote.

Posted by Mark Goulston at 5:03 PM | 2 Comments

February 1, 2008

Game Changers - Part Two

Last week I mentioned that a perfect storm is about to change the game on our energy future and, therefore, our environment and economy (the elements in this case being climate change; fossil fuel shortages; and epic world-wide competition for energy). I listed three technologies that will allow us to weather this storm, game-changers, and promised two more this week.

Continue reading "Game Changers - Part Two"

Posted by Terry Tamminen at 11:51 AM | 1 Comment

January 31, 2008

Leadership: Old Habits Die Hard

If they’re no longer working and continue to not work, replace them. What am I talking about? Old habits. Why in the world would you want to hang onto something that doesn't work for you when you have a choice?

Not only do individuals get buried in the past but when organizational culture enables this, the organization as a whole buries itself in the past and struggles to rise past it.

To combat this we need leaders who will look at human capital, not only financial bottom line, so people evolve and are well managed. It’s not only about the mechanics of how an organization works and leading them through an organizational change; it’s all about the people who run and work within it.

There are so many maverick thinkers in this world and if they’re not well managed and given a framework within which they can thrive and grow (in an organizational context), they will end up doing things their own way and pushing the buttons of everyone around them.

Leaders might manage process, as that’s how an organization’s nuts and bolts work, but they also have to lead their people within that framework. That way their amazing talents can be harnessed and benefit everyone concerned.

There is way too much energy spent on the bottom line, or cutting organizational overhead costs, support systems and human based components. Where a great deal of energy has to be spent so an organization can evolve and grow is in growing its people; paying attention to their uniqueness. Maverick thinkers or not, once you harness their passion and energy and show them the way forward, and that frameworks aren't something to fear but in fact a vehicle to success, they can leave the old habits by the wayside and create new ones that fit a future of their own design, not one of habit.

I’m not sure why old habits are hard to change (I don’t much like the ‘break’ term) especially when those habits no longer serve them. What I do know is there’s something very enticing to holding onto history, forgetting all the stuff that didn’t work and remembering only what did. Selective memory.

Toss those old habits and design those you want to adopt for the future and you’ll see a shift beyond anything you ever imagined.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 8:05 PM | 3 Comments

The Leading Edge - "You gotta love the bastards!"

Sean Brawley is an "ego less" coach. That means it's much more important to him that his clients succeed than that he be right. I could learn a thing or two from him in that area.

Anyway, we were recently speaking and I was telling him how when I coach leaders to be the best that they can be, that my "non-negotiable" goal is for the people who have worked under them look back at the end of their careers and say that the best time in their career was when they worked for that leader.

My models for such a leader are Pete Carroll of USC and John Wooden of UCLA, whose players have not only said the best years of their career were when they were coached by these great men, but who on occasion have even forgone an early entry into the NFL after capturing a Heisman Trophy (think Matt Leinart) to play another year.

Coincidently, Pete Carroll wrote the forward to The Inner Game of Tennis by Timothy Gallwey, the methodology Sean uses in his coaching (find out more about The Inner Game Coaching Conference).

Sean shared an anecdote about another such coach, Red Auerbach, who coached the Boston Celtics to 9 NBA championships, who when asked the secret to being a great coach said chomping on his ever present cigar: "You gotta' love the bastards!"

And how do you know whether you are that kind of coach? Auebach offered perhaps the best criteria: "You know it when many years later your players keep calling you back to tell you about their families, their careers and their lives."

Auerbach was right. I am honored to have Warren Bennis mentor me and that is exactly what I continue to do with him. As Warren is now a bit older, the line forms to the rear of others doing the same thing.

How many of the people that have worked for you do that? What do you need to do differently so that they will? Maybe YOU just gotta' love the bastards!

Posted by Mark Goulston at 4:55 PM

Leadership: Ignorant Expertise

Last weekend I purchased a Panasonic DVD recorder. It came with the usual manual and quick-start setup guide. I’m not a techie, but I’m no slouch; I know how to follow directions. Well after 2 hours of following the instructions to the letter, I couldn’t make it work. There was a help-line phone number so I called and got instructions from the rep and within 15 minutes had the machine fully integrated with my other devices and working perfectly. So why weren’t the written and graphic instructions any good and why did they not reflect the setup sequence and connections the phone rep had in her hands?

Back in December, there was a fascinating article in the New York Times that discussed the issue of expertise and how the more expert we become, the harder it is to imagine not knowing what we do and the less we can imagine others not having the knowledge we have. I struggle with it constantly when I speak to or train new groups of people. I’ve been doing what I do so long and my knowledge is so deep, it’s hard for me to imagine they don’t already know it.

Continue reading "Leadership: Ignorant Expertise"

Posted by Ruth Sherman at 1:11 PM

January 30, 2008

Leadership: Crouching Competition, Rising Tiger

“I’ve got holes in my game.” That’s one of the first things Tiger Woods told the media after his first victory of the 2008 PGA season in the Buick Invitational at Torrey Pines. “If you’re not getting better, you’re getting worse” was also part of his reflective soliloquy on his play in his first tourney of the year in which he nearly lapped the field, winning by eight strokes.

So is Tiger playing mind games with us? Is he indulging in the de rigueur self-deprecation that we like to see in good athletes? Or was he giving us a peek inside his psyche, a glimpse at what makes him so great? I opt for the later. Quite simply, at 32 years old with $76 million in winnings and 62 PGA titles, including 13 Majors, he is the very best golfer of his time and perhaps and very likely the best there has ever been.

The media drools over Tiger’s prowess typically falling over themselves to come up with new superlatives to define his performance. Hyperbole, sure! But it doesn’t make the compliments less true. Despite the drooling from an admiring broadcast crew, Tiger isn’t buying it. Golf is a fickle game; and humbling one, but one perfectly suited for a man who knows himself, his strengths and his weaknesses, and his desire to dominate. What accounts for Tiger’s ability is not his swing, which for the record does produce errant shots. It is his tenacity, his desire, his resilience, and quite simply his dream to get better and better. So what can we learn from Tiger’s dominance?

Continue reading "Leadership: Crouching Competition, Rising Tiger"

Posted by John Baldoni at 8:00 AM

January 28, 2008

Leading Ideas: Challenges Drive Creativity

""The things we fear most in organizations -- fluctuations, disturbances, imbalances -- are the primary sources of creativity." -- Margaret J. Wheatley (author, organizational consultant)

Consider This:

One of the most misunderstood gifts that life gives a person or organization is a set of challenges. While rarely welcome, they serve the invaluable purpose of throwing you off of your game - usually when you need it most. They force you to stop - reflect - dig down - and get creative in order survive and thrive. You need challenges. They are the seeds of your greatest ideas.

The biggest mistake you can make when you come face-to-face with a challenge is to resist it. To beat yourself up for having gotten into the situation in the first place. When you do, you're putting your energy in the wrong place. Instead, get curious about how you got there. See it as an opportunity to learn and grow. Talk it out with others. Don't stay in your own head. Challenges themselves don't determine your quality of life - your relationship to them does.

Try This:

1. Think about something you're feeling bad about right now.
2. When you think about this situation, what are you most afraid of?
3. Find someone to share your fears with. Make it someone you trust and who you can be honest with (This is an important step as your fears have a way of dissipating when they hit the light of day).
4. As you move past the fear, what do you see on the other side? (hint, your creative mind will re-engage and you'll begin to see possibilities that the fear was hiding).
5. Pursue those creative possibilities.
6. Repeat frequently as new challenges arise.

Doug Sundheim • Executive Coach & Consultant • New York, NY • www.dougsundheim.com

Posted by Doug Sundheim at 7:13 AM

January 26, 2008

The Leading Edge - Real Men Don't Eat Quiche or Like Hillary

What is Hillary's Man Problem?

There is a lot written about her not being tough enough for men plus a variety of other reasons. I think there is something else possibly going on. Men -- and there are lots of them -- whose swagger is fueled by bravado, ego and bullsh*t don't like it when a women sees through it all and sees them for the immature fools that they sometimes are.

This may explain why so many men do not take their wives to functions where they are worried that she might roll her eyes to the ceiling every time he is acting boorish, pontificating or in other ways embarrassing himself that he is not aware of, or if he is doesn't seem to care.

Perhaps men, Republicans and "good old boys" who are used to bullsh*ting each other or posturing with each other and where the unspoken contract is to not call each other on it are very uncomfortable with a woman who can see through it.

Even if she doesn't say anything judgmental, they will believe that she is thinking those things and this can inhibit them in their "boys will be boys" play...and many men do not take kindly to being so inhibited.

Here's Hillary's dilemma. If she acts as if those things don't bother her (when we know from biographies of some private spats with Bill when he demonstrated those qualities) when it appears that they do, then she is lying. On the other hand, if she does admit to those things bothering her, than she is being a controlling, judgmental bitch raining on a man's parade.

This dilemma may not just cost her with men, but also with women who want to know who the real Hillary is.

Some of those "real" moments came out during the New Hampshire primary (which I believe were authentic vs. scripted) and her victory there may have been a vote for her being authentic, because when it appeared she was, voters -- male and female -- were able to temporarily dropped their guard, their distrust and when they did that, she won.

So perhaps the best advice for her might be: "Come out, come out whoever you are, because if you do, you will probably turn out to be not as bad as people are worried you are and not as good as people hope you are, but you just might turn out to be real enough to get elected.

Posted by Mark Goulston at 8:59 PM | 6 Comments

Game Changers

A perfect storm is about to change the game on our energy future and, therefore, our environment and economy. The unprecedented confluence of elements in this case? Climate change; fossil fuel shortages; and epic world-wide competition for energy. So what technologies will allow us to weather this storm, indeed to bring home the big catch from tempest-tossed seas? Here are my top 3 (I’ll give you two more next week):

LED lights. Using less energy and lasting longer than most of us alive today, LEDs will revolutionize the way we light our homes, businesses, streets, and game consoles (to name a few). LED lighting is not only more efficient and durable than anything on the market today, it can be programmed in a breathtaking variety of ways to deliver every color of the rainbow from each “bulb”, finally putting the “image” into “imagination” big time. Look at LED Effects, the designer of the ball that dropped on Times Square this past New Years Eve. It’s not just the LED “bulb” itself - - it’s how you program it to deliver light and images that will change the world of lighting as we know it.

Continue reading "Game Changers"

Posted by Terry Tamminen at 2:10 PM | 1 Comment

January 24, 2008

Leadership: Treat Your Customers Well

Just before Christmas, my Canon mini-dv camcorder broke. Not great timing, obviously, but what could I do but try to get it fixed? I knew I wouldn’t have it on the holiday itself and I was under no illusions that I would be able to have it repaired (if it was even fixable) during the 10-day period the family was relaxing and having fun together.

I needn’t have worried. I quickly found Canon online and was able to navigate easily on their superb support pages. At one point, I needed to call them. They were busy but instead of making me hold, the recording asked if I wanted someone to call me back as soon as the next available representative was free. I said yes and 10 minutes later, the phone rang.

Continue reading "Leadership: Treat Your Customers Well"

Posted by Ruth Sherman at 10:30 AM

January 23, 2008

Leadership: Combined Forces of Ego and Emotion

In a group dialogue a ways back someone posed the question “Why do so few managers and companies face and use the facts?”

There are many answers to that question and I know we’ll only touch the surface on this. One of the reasons why I think they don’t face and use facts is because of the filters that they put in place. Through those filters they process and apply facts, thereby coloring them to some extent. Most people have some kind of hidden agenda when they move forward.

Filters can be everything from over-inflated egos to cultural tethers. Facts are interpreted by people through emotion, through what their talents and strengths are (so would it be in their comfort zone or not), and everything in-between. It's through those filters or interpretations that might make one wonder whether or not organizational leaders are facing or using the facts as they stand at all. Add in the next layer of filters, such as assumptions, expectations etc, and even though they might be using expert advice compiled over time, that data or evidence is so watered down and filtered based on the people utilizing it, it no longer resembles the original information. Then, add the equation of multiple personalities putting those benchmarks to use and the facts are so altered, they might no longer be relevant.

Evidence based practice may be a starting point, however we need to figure out how to utilize it in the best way then go that level deeper. To use a medical analogy, it's the difference between X-rays and MRIs. X-rays look at the surface of a problem and its face value and MRIs go a lot deeper; the difference between assessing, and the basic assessment information with discernment as to its applicability within a unique organization. That is a key factor in my methodology of Shadow Coaching™. We have to take into account the uniqueness with regards to people, dynamics, resources, target clients/customers and all the other variables that apply.

Is seeking and applying a generic common factor using data in its true factual form (such as a rigid organizational model) or maintaining an organization's uniqueness that determines whether or not its leadership is successful and sustainable? Or is there some other combination that might ensure the desired results? I’d love to hear your three cents (or more).

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 1:23 PM | 2 Comments

Leadership: Fresh Eyes Approach

Some time ago I listened to a national sales manager exhorting his sales team to take critical look at the appearance of facilities within their franchise network. While some facilities were in tip-top shape; others were sub-par. Getting the franchisees to upgrade, or at least, maintain their facilities properly was the job of the sales team. In talking to his team, the national sales manager urged his people to take a “fresh-eyes” approach to examining franchise facilities. The executive was asking his folks to adopt the mindset of customers. That is, if you were a customer would you do business in a place that was run-down, shabby, and in need of paint? Probably not, especially if you could go elsewhere and find a similar product in a better facility!

Adopting the customer perspective means adopting the mindset of someone who needs to be persuaded. To be persuaded you need to believe that what you are hearing or seeing is credible. Sales people work on credibility by making certain they understand their customers as well as linking their offerings features and benefits to customer explicit and perceived needs. Good sales people in fact adopt the customer viewpoint in their sales process; they see what the customer sees.

Adopting the customer perspective applies not only to sales people; it applies to management. For example, if you walked into a restaurant and saw a mouse run across the floor, you might think twice about sitting down and ordering. On the other hand, if you were in a lumber yard and saw a mouse, you might not think twice. You eat food, but you don’t eat wood. The customer perspective enables you to see things as they are rather than as you wish them to be. Easy to say, but hard to implement. So here are some suggestions

Continue reading "Leadership: Fresh Eyes Approach"

Posted by John Baldoni at 10:17 AM

January 21, 2008

Building Strong Networks: Part Three

This is the final segment of my three part interview with Mike Dulworth, author of The Connect Effect: Building Strong Personal, Professional, and Virtual Networks. Mike is CEO of Executive Networks, Inc. The powerful premise of Mike’s excellent book is that having a strong network is critical to success for leaders today. In parts one and two we covered these questions:
--What prompted Mike to write the book
--Why he thinks networking is so important today
--What he means by the “Connect Effect”
--What people who are really good at networking do that others don’t
--How to know if you are good at networking and if you have a good network
--Mike’s advice for leaders about using networks to improve their effectiveness

Here in part three I ask Mike about the concept of a personal board of directors and what he sees as the future of networking:

Jim: In the book, you mention the idea of having a personal board of directors, how does that work?
Mike: A PBOD mirrors a company board of directors in its composition and intent. The idea is to select from your network a small number (5-10) of diverse people that you turn to for important advice, counsel, coaching and mentoring. My PBOD includes my father, my best friend, a business colleague, a member of my company’s board, a cousin, my wife, an old boss and my college roommate. The members of your personal board care about you and are willing to help you with difficult personal problems, job and career challenges, etc. and provide sage advice and guidance.

Jim: What do you see when you think about the future of networking?
Mike: I asked this question to the over 30 people I interviewed for the book. They said that networking would become increasingly important in a VUCA world (a world of volatility, uncertainty, complexity and ambiguity). They said that reciprocity (the quid pro quo of networking) is the key to successful networking (whether face-to-face or virtual). They said that technology (mainly the Web and mobile devices) is going to transform networking in ways that we can’t imagine today. They said that the younger generations are going to change the world and solve many of mankind’s major dilemmas because of the networks they can form and leverage. As the management guru Peter Drucker said, “The leader of the past knew how to tell; the leader of the future knows how to ask.”

Jim Bolt*jbolt@executivedevelopment.com*www.executivedevelopment.com

Posted by Jim Bolt at 7:37 PM

January 20, 2008

The Leading Edge - A Regret Free Career and Life

Regret is what happens
when you’re busy making plans…
that you never follow through on.

(with appreciation and regrets to John Lennon)

Ah…a life with no regrets. Is it possible? Yes, if you utilize Macro Strategic Planning, a 6 step process created by entrepreneur and wealth advisor, Bruce Wright, founder and owner of MacroStrategicDesign.

Step 1: Vision – clearly see the life you want to be living vs. merely wanting to feel happy without any vision for creating it

Step 2: Commitment – primed to take action, which you will do when your vision is compelling and convincing to you over a period of time without continually jumping to other ideas

Step 3: Goals – milestones on the way to that vision you will reach 1 month, 3 months, 6 months, 1 year, 3 years, 5 years down the road

Step 4: Strategies – plans you will follow to reach those goals

Step 5: Tactics – actions you will take to make those strategies effective

Step 6: Tools – items that will give you the opportunity to execute your strategy

After I learned it, I realized that I achieved all of my major accomplishments in life by adhering to these 6 steps without being conscious of them. Had I known about this template for turning dreams into reality, it would have saved me a lot of time…and hassle.

If this topic speaks to you, catch my video interview on creating “A Regret Free Life" on Karen Salmansohn’s Sirius radio show, “Be Happy, Dammit."

Posted by Mark Goulston at 1:00 PM | 1 Comment

January 18, 2008

But What If We HAVE To Do It?

Record heat waves, melting glaciers, epic droughts - - the climate is changing faster than we once thought possible, which means our response will have to be much more creative and comprehensive than we may have imagined. Just a few years ago, it would have been unthinkable to suggest slashing greenhouse gases in half by 2020, but what if we have to do it? Does the technology exist? Is there enough money and political will power on earth to commercialize those technologies fast enough?

I’ll let you in on two secrets that could be very profitable for smart entrepreneurs and investors. We could end our fossil fuel addiction within 20 years - - and make a lot of money in the process - - with two basic strategies.

Continue reading "But What If We HAVE To Do It?"

Posted by Terry Tamminen at 1:00 PM | 6 Comments

Leadership: Directors of First Impressions

A couple of months ago, I was a visitor at the New York headquarters of a big international law firm. When I walked into the firm’s beautiful offices, I was greeted by an impressive woman of years. I handed her my pass, which had my name on it and she smiled and welcomed me by name. She then offered to take my coat and showed me to a comfortable chair in the reception area. She asked if I wanted to visit the rest room. I did and when I returned, she welcomed me back.

I took my seat and picked up something to read. The receptionist came out from behind the large reception desk and walked over to me. Speaking softly, she told me my appointment was running about 15 minutes late and would I like something to drink while I waited? Did I have enough reading material? I felt very relaxed and content sitting and waiting for my appointment. My impression of the law firm? A classy place with, I was sure, classy people. On the way out, I told the receptionist that I thought she was the best I had ever seen.

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Posted by Ruth Sherman at 9:13 AM | 5 Comments

January 16, 2008

Leadership: What Did That Mean, Exactly?

A few weeks ago Tom Stern wrote a post about buzz words. Talk about timing! Today was a perfect indication of what a buzz word can do, or many of them. One of the organizations I work in called in a trendy, high ranking consulting firm to help them change their organizational structure. Not only did they want the consulting firm’s strategy and words of wisdom but wanted them to help leadership with the change management strategy to get the employees on board with their strategy.

That’s great, right? It’s always a good idea to take best business practices and trends into consideration to look at best possible chances for success. Even more paramount for this organization was to look at the impact it would have on its people and to be able to articulate the changes to such an extent as to create buy-in and enthusiasm for every stage of this reorganization.

Again a great idea.

I was Shadow Coaching a client into the Executive Committee meeting when the consulting firm presented their plan to the 'powers that be'. So many buzz words were flying around and on a screen larger than life that I almost wanted to duck for cover. Not only was I appalled at the languaging they used but at how clueless they were that everyone around the table was lost and trying to figure out what they actually meant.

This consulting firm didn’t pick up the body language that screamed “WHAT THE H----!” The people around the table struggled to come up with the questions that would give them clarity while not feeling like fools for not comprehending the meaning of all these trendy buzz words. Not only didn’t they understand the presentation but felt intimidated and stupid in the process… not how any high level executive wants to feel!

So what happened? The consulting firm did not get the go ahead to move forward on a strategy no one could understand and the organization’s momentum was put on hold until they could get another firm in place to fine tune the restructuring and get this going. All for the sake of sounding ‘cool’?

It’s not trendy to talk so “out of the box” that the people hiring you think you’re speaking a foreign language. So next time, before you start throwing in some of these buzz words, take into account the message you want to get across, both verbal and subliminal. Plain and simple works too and is something people can actually have a conversation about.

If you're the decision maker in an initiative where you're bringing in a trendy consulting firm, first check and see just how 'trendy' they are and if they're so out there that you need an interpreter to figure out what they're saying. They might think they're the end all and be all of consulting firms but are they giving you what you want and what you and your people can understand? Dialogue is conversation between two or more people, not being talked at with jibberish. That's really expensive in every which way, people, time, money and energy.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 8:12 PM | 1 Comment

Leadership: Keep It Loose

The first time he got the ball, he fumbled it and the other team scored. The third time he got the ball, he did the same and the team scored. It was running back Ryan Grant’s first playoff game and his two mistakes had put his team, the Green Bay Packers, down 0-14. It was not an auspicious start, but his on field boss, no other than the legendary quarterback himself, Brett Favre, told him to shake it off and do what he did best: run the ball. Grant took Favre’s message to heart and had a career day, running for three touchdowns and 201 yards, many of them gained in driving snow in last Saturday’s NFC divisional playoff game on the “frozen tundra” of Lambeau Field.

While Grant deserves credit for keeping his head in the game, it was Favre’s leadership that opened the door for him to clear his mind. Favre, himself a gambling sort of player, reminded Grant that he had once thrown six interceptions in a single game. Favre’s message should resonate with any manager facing adversity. Keep it loose. When the leader gets uptight, the team tightens up. When the boss loses him composure, the team starts bickering. And when the boss walks around in a sulk, the team clams up. The result is that nothing gets done. Here are some things we can learn from Favre’s example.

Stay focused. When adversity strikes, people will look to look to their leaders for cues on how to respond. When the leader remains calm, but focused, it makes it easier for the people to do their work. Favre is a master of shaking off a bad play and remaining attentive to what must be done next. The leader should be visible and present, speaking frequently to the team, offering encouragement when necessary but also talking about the challenges ahead and what it expected of them.

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Posted by John Baldoni at 9:26 AM

January 14, 2008

Building Strong Networks: Part Two

This is the second of three parts of an interview with Mike Dulworth, author of a great new book called The Connect Effect: Building Strong Personal, Professional, and Virtual Networks. Mike is CEO of Executive Networks, Inc. In part one I mentioned that having a strong network is critical to personal and professional success for leaders and we covered three questions:
--What prompted Mike to write the book
--Why he thinks networking is so important today, and
--What he means by the “Connect Effect”
Here’s part two:
Jim: What do people who are really good at networking do that other people don’t?
Mike: First of all, they understand the power of a good network and work consciously to build their network. Second, they give first and ask for a favor second. Third, they are good at asking questions of a new contact that lead to a connection that can be built upon (like a common friend, we both lived in Kansas, we went to the same school, we’re both Democrats, etc.). Fourth, they stay in touch, at least once a year. Fifth, they create a Personal Board of Directors (of 6-10 people) that is their “go to” network for important advice and counsel.

Jim: How do you know if you have a good network or not, or even if you are any good at networking?
Mike: In the book I have a questionnaire for measuring your NQ. NQ stands for Networking Quotient. Just like a person’s IQ (or Intelligence Quotient), everyone has an NQ. The NQ questionnaire has two major sections: the first asks about the scope and strength of your network; the second asks about your networking activities. Understanding your current NQ is important to making changes or improvements that can raise your NQ score. The good news is that raising your NQ is totally within your control which is not the case with your IQ which is pretty much determined by your genes.

Jim: What advice do you have for leaders about how to use networks to improve their effectiveness?
Mike: First of all, I say that everyone networks everyday; they just may not think they do. Everyone talks daily to a family member, a work colleague or a friend and this is a form of networking. Additionally, most everyone meets someone new everyday. The trick is to find a way to build and maintain your network that is comfortable for you. This is where personality, style and preferences come into play. If you’re an introvert, you may not like large gatherings. So meet a contact for lunch or go online and build and communicate with your network. Networking is not simply the act of going to social or “networking” events to try to meet new people. I’d argue that networking needs to be thought of more holistically and approached with a deliberate process mindset (i.e., “Have I networked today?”). Second, I’d stress that most people’s networks are a lot better and stronger than they think. They’ve just not taken the time to map their network or to think about who the important contacts are within their network.

Jim Bolt*jbolt@executivedevelopment.com*www.executivedevelopment.com

Posted by Jim Bolt at 7:46 PM

January 12, 2008

The Leading Edge - Why I switched to Hillary Clinton

I ran into Chelsea Clinton today (1/12) at the Farmer’s Market at Santa Monica’s Third Street Promenade.

In a sweet, sincere voice she said, “I hope you’ll support my mom.” I had been undecided between her mom, Barack Obama and John Edwards. To be honest I was leaning away from her mom toward the other candidates, but in a few moments of looking into Chelsea’s earnest eyes, it became clear to me why I have now switched to Hillary for President. It was the same earnestness I sensed in Hillary in New Hampshire.

Regarding Hillary vs. Barack Obama I thought, “On Inauguration Day would I want someone who could hit the ground ready to run this country or someone who would hit the ground needing to learn how to run this country?”

I thought of JFK who when elected, hit the ground needing to learn how to run this country and how not trusting his instincts led to missteps at the Bay of Pigs. It was only in the crucible of the Cuban Missile Crisis that JFK turned to his own “true North” and helped America dodge a bullet while we teetered on the brink of nuclear war. If JFK were alive today and were given the choice between a President ready to take control on inauguration day vs. one who needed to get up to speed, I believe that even he would choose the former, probably knowing that its not wise to leave so much to chance.

As much as I appreciate Obama’s freshness, newness and passion, I am not eager to put a President in the driver’s seat, who needs to get up to speed to do what’s best for this country. I also know first hand how much experience has helped me develop judgment in my professional and personal life and that there is no substitute for it. I think the best ticket -- if egos could be put aside and replaced with collaboration to do what's best for this country -- would be Clinton-Obama ’08 and ’12 (where Barack can learn all he doesn’t know now to prepare him for the presidency) and then Obama-someone he can mentor ’16.

With regard to John Edwards who I met briefly at a focus group last year, as attractive and appealing a candidate is, I get the sense that he is more about winning (you can take the boy out of the litigator, but you can’t take the litigator out of the boy) and more transactional than transformational.

I felt that way about Hillary until her near tears moment in New Hampshire. Some will wonder whether that show of emotion was calculated and insincere. I do not agree. In that moment I saw her shedding the mantle of her handlers, possibly including even her husband, and letting an earnest desire to help our country push out from behind all the egos and politicking that had eclipsed it.

With regard to the Republicans, I am inclined to select a Democrat, because I think since 9/11 and the Internet, America is sorely in need of a paradigm shift and to look at the world through vastly different eyes. Regardless how many of the Republican candidates may want to distance themselves from the present administration, none of them will be able to look at the world with sufficiently different eyes to see the world anew so that America can become who and what it needs to become to restore its luster in the world community.

Posted by Mark Goulston at 9:25 PM | 47 Comments

January 9, 2008

The Leading Edge - For Crying Out Loud Hillary

She cries, she wins. What's going on?

Prior to Hillary Clinton's crying episode, we knew more about her experience, than about how to experience her.

When she cried and showed vulnerability, she demonstrated more accessibility than fragility.

We want and need out leaders to be accessible or as Bill George describes, "to be authentic," because if we can't get where they're coming from, we have difficulty believing that they'll be able to get where we are coming from.

And if we believe they don't get where we are coming from, we are hesitant to let them take us where they would like us to go.

What is going on here is that people are more drawn to experience near language (i.e. which gives you an emotional experience as soon as you hear it) than experience distant language (i.e. which you need to think about first). Part of the reason for that is that most people's minds are already overloaded with things they already need to think about and it's tough to find the additional bandwidth to do that (that's why I used to be able to remember two page poems and now I can't even remember a telephone number without writing it down). Another part of the reason for that is that we have heard people be so convincing and turn out wrong and we have also had many occasions when we thought we knew something and we turned out wrong. That causes us to doubt and distrust pure logic, because we believe facts can be manipulated.

So as a result many people more often trust what they feel than what they think. The unfortunate thing there is that feelings are just as easy to manipulate as facts.

Posted by Mark Goulston at 6:43 PM | 3 Comments

Leadership: Diving Into the New Year

It’s a new year. Yesterday a colleague of mine asked me until when was it appropriate to wish others a happy new year? My answer was (tongue in cheek) “Well if it’s the first time you’re seeing them since the holidays you can basically wish them, unless of course it’s June.”

In one way it’s a joke and in others, time seems to be flying by so quickly that before we know it, it will be June! I’m still receiving happy holiday wishes in emails. People are so busy they just haven’t gotten around to it.

I’ve never experienced such scattered chaos as I have this year. Clients and colleagues are scrambling to get into the flow of work after holiday breaks and catch up and it’s only the first week or so of January.

So it’s time to get a handle on things and if you want to take back control of your days, well, your life really, here are some tips to get you going:

• Have you designed environments that support you in every way so you have everything and everyone you need to move, evolve, grow and sustain you?


• Do you want to expend energy on reacting to everything that’s thrown at you or choose how you do things? If you’re going to spend time on something or someone, which is a very precious commodity (and remember our energy lessens as we get older, so no time like the present to figure this out for yourself) then make choices that are worthwhile. That’s one of my key intentions to pay attention to this year.


• Eliminate delay. That’s probably the best habit you can adopt. You won’t be wasting half as much time so you won’t have to play catch-up either.


• Get out of your own way. One of my quotes is “People become who they might be when they let go of who they are”. If you’re holding onto a way of being that isn’t serving you, then let go of it. Plus you’re not who you were 10 years ago. (If you are, that’s a whole other conversation).


• If you’re going to do the setting your goals thing, then make sure they’re really worthwhile. Setting goals for the sake of it, because someone tells you you should or because you think it’s a smart thing to do isn’t a reason to set them, because you probably won’t accomplish them. If they’re “should” goals, you’ll have an internal tug of war dealing with why you’re not accomplishing them. Only set them if you’re really passionate about what you’ll get, achieve, feel etc if you succeed. Make them so tangible you can reach out and touch them.


• Get rid of old baggage. The only person who’ll feel the weight of it is you and is that what you really want? Martyrdom has never been attractive.


• Don’t change your behaviour. Grow into your talents and excellence and hang out with people who’ll help you get there.


• Are you waiting for the ‘perfect’ time? There isn’t a perfect time other than now.

My three cents

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 11:01 AM

Leadership: To Change or Not To Change?

“We change when it hurts too much not to change.” That statement is attributed to Harvard professor Rosabeth Moss Kanter, the author of many books on change and its effect on organizations. This sentiment certainly applied to both Hillary Clinton and Mitt Romney in the wake of their resounding setbacks in the Iowa caucuses; both were trumped by avowed candidates of change, Barack Obama and Mike Huckabee respectively. The next day both Clinton and Romney were framing their campaigns as ones of change; neither seemed convincing because both candidates are clearly establishment candidates. While both are still very much alive in the presidential primaries, if they do win, it will not be because of their recently adopted change messages.

Change is the buzz word of presidential politics. It is not surprising given the unpopularity of the current president and the significant challenges facing the nation in terms of an unpopular war, a weakening economy, and a general sense that things are not going so well for our country. So a when candidate has built his message on change, as Obama and Huckabee have done, he finds people willing to listen.

Most times change is not a popular topic, chiefly because it is unsettling to those in power. However when their power is eroding, as it certainly does when things are going poorly, then change becomes an imperative. However, if you are going to push for change, there are some fundamentals to observe.

Continue reading "Leadership: To Change or Not To Change?"

Posted by John Baldoni at 10:01 AM | 1 Comment

January 7, 2008

Leadership: In Iowa, The Best Communicators Won!

The results of the Iowa caucuses are in and, no surprise to me, the best communicators won.

Both Barack Obama and Mike Huckabee may have thin resumes, but their ability to inspire, motivate and persuade are unparalleled among the entire field of candidates, Republican and Democratic alike.

This type of oratorical skill is routinely dismissed by officeholder wannabes and their campaigns as not meriting much attention. (It’s also dismissed in the business world.) The only thing that should count, they think, is intellectual skill, political achievements and, perhaps, experience. As we see with the rest of the candidates, especially Hillary Clinton and Mitt Romney, they ignore communication skill and style at their peril.

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Posted by Ruth Sherman at 10:11 AM | 4 Comments

January 6, 2008

Building Strong Networks: Part One

It’s crystal clear that having a strong network is critical to personal and professional success for leaders these days. I just interviewed Mike Dulworth, author of a great new book called The Connect Effect: Building Strong Personal, Professional, And Virtual Networks. Mike is CEO of Executive Networks, Inc. This turned out to be such an interesting topic that I’ve broken the interview into three blogs. Here’s part one:

Jim: What prompted you to write this book?
Mike: Good question. I’ve been running a professional networking business for the last four years. I’ve seen firsthand how these networks can help people on a personal and professional basis and lead to concrete organizational outcomes. I’ve also read some of the popular books on networking and I just think most of them are a bunch of hype. So, I guess, I thought I had something useful to say on the issue. I sometimes say that The Connect Effect is a networking book for normal people, not the ADD (attention deficit disorder) crowd. It just seems to me that many of the networking books in print today are based on extreme extrovert models and are not really practical formulas or approaches for 90% of people.

Jim: Why do you think networking is so important today?
Mike: We live in a VUCA world. VUCA stands for volatility, uncertainty, complexity and ambiguity. The societal, organizational and personal issues we face today are extremely complex. Change happens at an extremely rapid pace. In order to effectively address the myriad of challenges we face everyday, it is my belief that we need broad, deep and diverse networks. Just look at Clinton’s Global Initiative, the World Economic Forum or the Grameen Bank. At their heart, they’re networks. Obviously, the web has greatly increased our capacity to connect and network 24/7/365, which is profoundly changing our fundamental ideas about networks and how to leverage networks to accomplish our objectives.

Jim: You talk about the “Connect Effect”, what does that mean?
Mike: The Connect Effect is the positive outcome derived from having a strong, vibrant, diverse network. As more and better connections are made by an individual, it’s more likely The Connect Effect will occur. I talk in the book about entering “The Network Zone” which is much like what is described as “being in the zone” in sports. The Network Zone is achieved when your network is so broad and deep that almost anything can be accomplished more efficiently and effectively through your network. What also happens is that positive unintended things occur as a result of your network – like having someone call you up out of the blue with an amazing new job opportunity.

Jim Bolt*jbolt@executivedevelopment.com*www.executivedevelopment.com

Posted by Jim Bolt at 2:44 PM

January 3, 2008

Leadership: Show, Don't Tell -- The Professor v. The Candidates

Happy New Year!

I had a chance to catch up on some reading over the holidays and one thing I had set aside was an article in the New York Times about Professor Walter H.G. Lewin, a physics professor at MIT who has become known for his lively and engaging lectures. Professor Lewin is quite the performer, apparently, rigging cans of water to demonstrate how to make a simple battery, beating a student with cat fur to build up a static electricity charge powerful enough for the student to light a neon light tube just by touching it, and swinging on stage to demonstrate the physics of a pendulum. (You can check out his lectures, available for free at http://ocw.mit.edu/. You can also find a few clips on YouTube.)

As with all great teachers, Professor Lewin knows the best way to engage students is to show them how complex concepts work, not just tell them. This requires some planning including building demos, acquiring props and preparing remarks. Professor Lewin is a spry 71 and owns the stage he occupies. He looks like he’s really enjoying himself and his students are rapt. Lewin says it takes him about 25 hours to prepare one lecture. Assuming the lecture is about an hour and a half or less, that’s about a 20:1 ratio, which is about right. Professor Lewin is the epitome of “show, don’t tell.”

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Posted by Ruth Sherman at 10:20 AM | 3 Comments

January 2, 2008

Leadership: Lessons from a "Fat Smoker"

“We know what to do, we know why we should do it and we know how to do it. Yet most businesses and individuals don’t do what’s good for them.” That conundrum is what David Maister calls the “fat smoker syndrome” and is the driving theme he explores his newest book (the aptly titled) Strategy and the Fat Smoker.

Maister, a former professor at the Harvard Business School, is one of the world’s premier consultants on the management of professional service firms. He knows of what he speaks, and the world in which he consults and operates is one where ideas are paramount yet equality (with some exception) rains. It’s brains and sweat that earn you recognition, not rank and title. That mindset is what makes Maister compelling to listen to. He cuts through the clutter of organizational nonsense with clear and common sense ideas for getting things done the right way at the right time with the right people.

The book contains four sections: strategy, client relationships, management, and “putting it all together.” The sections explore hard-edged questions about developing strategy, building a business, managing and coaching, and personal topics such as passion and principles. Here are some gems that I noted:

Continue reading "Leadership: Lessons from a "Fat Smoker""

Posted by John Baldoni at 10:44 AM

Leadership: Paying Attention To Your Own Leadership

Years ago I used to butt heads, create and collaborate with the grandfather of coaching, Thomas Leonard. To say he was a leader in our field is an understatement and even though he died way too young, his legacy will remain for many years to come. Those who worked with him mourned his passing and felt the hole he left in our profession. He was a creative genius, not only in his conceptual thinking but how he engaged and inspired everyone around him to do their best and think well beyond any box that was ever drawn or defined.

Sometimes in our lives we are lucky enough to work with someone who is on the cutting edge of a field of expertise, an industry or profession. These leaders have loyal disciples who are more than side kicks; these people are creative and innovative professionals in their own right. Lets face it…the Thomas’s of this world wouldn’t work with those who wouldn’t pull their weight. And now, years later, I’m watching the divide. One group still mourns him and are in the exact same places as they were when he was around. Others have decided that maybe it was time they made their own mark and didn’t keep trying to hold onto someone else’s coat tails. These are the emerging leaders in our field. It’s not that they weren’t great Coaches before; it’s that they were so hell bent on being a part of Thomas’ genius, they lost their identities in a way. Now that they’ve let go of the need to be a part of someone else’s success, their true selves and leadership style is coming to the fore. And they’re starting to pay attention

When we’re fortunate to work with a pioneer we also have to remember we have a great deal to give the world in our own rights. My question to you is, what are you doing that others think amazing, no matter how blatant or subtle, that you’re not paying attention to? And if you started taking notice, how much of an impact could you make on others and the world in your own way? I believe we all have strong leadership within us in some way shape or form. It’s a matter of acknowledging it and giving ourselves credit where credit is due.

My intention for this year is to learn something new from everyone I meet, as through their eyes I see the world anew. I want to always be a student even though I might be considered an expert in my field.

For the new year I will leave you with one of my quotes which I think is very relevant to this…”How we dream is what gives our lives value. How we choose to live is what determines whether or dreams have value. I believe we each carry a dream of a life we were born to realize which shows up through desire. And I believe that we all have the ability to realize our personal and professional dreams and potential if we commit ourselves to not settling for anything less than what we really want. It is when we move toward our passions that we experience our own greatness and it is then an incredible contribution to ourselves and to the world is made by being who we truly are."

May 2008 be the beginning of the realization of your greatest dreams.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 6:27 AM | 4 Comments

December 26, 2007

Leadership: Speaking Up vs. Silence

"What would you do if you heard a rumor that a co-worker was on drugs or had a drinking problem?” Last night at dinner with friends there were many “What if” or “What would you do” questions tossed around. The first about a chemical dependency was one of them. Another was “What would you do if you heard some news that affected a client, a family member or a colleague, that hadn’t been shared with that individual yet? Would you tell him/her, even if it was good news?”

We polled the table and it seems women would say something and men wouldn’t. Interesting don’t you think?

In my world, where I hear decisions as they’re being made, these decisions directly affect my clients lives, whether it’s a posting abroad, a promotion or a political appointment. I cannot say a word for various reasons, one being a confidentiality issue as everything shared with me or in front of me remains confidential by virtue of the ethics of my profession among other things and secondly if for any reason any information would leak out, they might lose the appointment and that wouldn’t be good news for anyone.

Still, for example, if you knew your spouse was going to find out something life altering, a promotion, a transfer etc before he or she knew of it, and it also impacted your life, what would you do? Would you say something or wait for official notification? The last question that was asked was, “If you hadn’t said anything would you fess up to having known it beforehand?” That’s probably the biggest dilemma of all as it might affect the level of trust between the two of you. Or would it perhaps strengthen it?

A dilemma for many; black and white for others. Many had a very hard time with this, more with finding out someone close to them knew and didn’t say anything, even when it was fantastic news. They felt betrayed.

If you were in this position, would you do and why? Your answers will help many people in this position and, perhaps, you yourself if you become faced with this same issue at some point in your life.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

Posted by Donna Karlin at 11:27 AM | 8 Comments

Leaders