Coaching For Leaders

Andrew Warner Mixergy Andrew’s “shoved fact” technique: Listen carefully for the shoved fact that doesn’t otherwise belong in the conversation naturally Make sure you’re picking the shoved fact that’s the most personal one Ask a question about that shoved fact Shut up “The things you think are tough are where real life exists. That’s where you really get to know people.” -Andrew Warner “Tell a story to illustrate your point and then make your point.” -Andrew Warner We mentioned both of these shows: Mixergy podcast Carnegie Coach podcast Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 200 Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also incl

In this episode I respond to a question from Candice that helps me articulate what this show is about. I mentioned episode 186: How to Become a Champion with Dr. Jeff Spencer My job is to be your archeologist. Everyone is your superior is some way. Yes, you can lead. And you can do it, with authenticity and integrity through consistent learning. “” -Anne Lamott I mentioned Bird by Bird by Anne Lamott* “The opposite of leadership is not failure, it’s an expectation of perfection.” -Dave Stachowiak I mentioned Outliers by Malcolm Gladwell* Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 200 Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief

Marshall Goldsmith: Triggers Marshall says that a key factor is the environment around us in whether or not we are successful. Environmental triggers constantly take us off track. “A trigger is any stimulus that influences our behavior.” -Marshall Goldsmith Trigger —> Impulse —> Behavior Marshall says we have the chance to have a second of awareness on how we behave after the impulse. “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” -Viktor Frankl Marshall says that the biggest problem with successful people is they’ve gotten very used to winning. Marshall recalled five questions that Peter Drucker said we should all ask ourselves: What’s my mission? Who’s the customer? What does the customer consider value? What’s the goal? What’s the plan? If you want a copy of the article that Marshall mentioned, Leadership is a contact sport, send him an email to marshall@marshallgoldsmith.com Marshall’s

Bonni Stachowiak Teaching in Higher Ed Question from Brian How do you battle being unmotivated? You're boss doesn't acknowledge your work, doesn't acknowledge your time with the company. You feel unmotivated, unappreciated, and undervalued. You think its a personal issue that you need to fix, but you come to find out that your co-worker feels the same way, and they’ve been with the company for 20 years! How do you get out of that, or is it just a personal issue we need to get over, or do you just start looking for a new job? At what point is enough enough. I love my job, what i'm doing and the company I’m doing it for, but I feel that my uppers are a huge road block to my road to happiness. What would you do? The Empowered Manager by Peter Block* Question from Mark What recommendations can you offer when it comes to working with a colleague for whom you have little faith that he will carry his weight and work toward a successful outcome for our combined group goal? The Empowered Manager by Peter Block*

Christina Kull Martens Author, Bring Your D.O.G. to Work: A (Green) Person’s Best Friend* Christina also appeared on episode 96: How To Get Buy-In For A New Initiative D.O.G. = doing our greenest! We don’t tend to have as much ownership in the workplace as we do at home on sustainability and waste reduction. “If you’re not measuring it, it doesn’t get done.” -Christina Kull Martens Change your conversation to what the other party would find of value. The business case is what will get movement from senior leaders. “Try honestly to see things from the other person’s point of view.” -Dale Carnegie Greenwashing is when you’re telling people that the organization is green (or has taken one green action) without really making it a sustainable project. Get employee buy-in on green programs first before you start marketing to others. Pick one thing you can get traction on first and do that well, before you try to do other projects. Here are some of the obvious actions that leaders can take: Office suppl

Bob Burg Co-Author, The Go-Giver: A Little Story About a Powerful Business Idea* 1. The Law of Value You true worth is determined by how much more you give in value than you take in payment. 2. The Law of Compensation Your income is determined by how many people you serve and how well you serve them. Dave mentioned How to Win Friends & Influence People* by Dale Carnegie 3. The Law of Influence Your influence is determined by how abundantly you place other people’s interests first. 4. The Law of Authenticity The most valuable gift you have to offer is yourself. 5. The Law of Receptivity. The key to effective giving is to stay open to receiving. Bob mentioned Influence: The Psychology of Persuasion* by Robert Cialdini Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode on the topic of Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to yo

Susan Gerke Go Team Resources Susan was last appeared on three prior shows: 21: Your Strengths and Blind Spots 138: The Four Unique Types of Teams 139: How To Maximize Team Performance On a true team, the work is all integrated. Don’t create guidelines yourself and give them to the team. A starting point for how to create team guidelines is what did not work well on a previous team. “The dialogue that happens while team guidelines are being created is almost the highest value thing that happens.” -Susan Gerke It’s important to have everyone present at a team meeting. Creating operating guidelines is really foundational work for a team. If you don’t do these kinds of things for your team, where do you go when you’re struggling? How to keep it visible: Don’t go past 8 guidelines for a team Have a team rate themselves on each item immediately Assess the same number a regular meetings (monthly and then quarterly) Make changes along the way, but use a structured process Disagreement is

Bonni Stachowiak Teaching in Higher Ed Question from Allison Do you have any tips on improving business acumen? I watched this TED talk. Susan Colantuono states that the reason women have a difficult time advancing in their careers is because their business acumen is not strong enough. What are your thoughts? Bonni mentioned Pocket Books by Debra Tannen* The Four Agreements by Don Miguel Ruiz* Marketplace 100 Best Business Books of All Time Financial Intelligence by Karen Berman and Joe Knight* Business Model Generation by Alexander Osterwalder and Yves Pigneur* Audio question from Suzie on how to record book notes Dave recommended Audible* (a free month of Audible and two free books available from this link*) Recommendation from Frank I work in supply chain for a large healthcare system and I'm often asked to lead project teams, so I'm finding the advice on the show very helpful. I find that the coaching skills that I learn can often be applied to either teaching 14 year old girls the great game

Tom Henschel Host, The Look & Sound of Leadership podcast and Executive Coach, Essential Communications When it’s a development issue (or a way of thinking) it’s coaching that’s most helpful. Tom says that coaching needs good goals, or at least one single goal over time. Think about the goal as if it were on video — how do you want the end result to look? “Coaching? It’s not about you.” -Tom Henschel “The coaching process is helping someone understand, from their own point of view, why it would be in their benefit.” -Tom Henschel Tom shared two stories from his teenage daughter Julia that helps him with coaching. Food for thought: Do people see coaching as part of their jobs? Do they have time for it? To improve your coaching skills: Let them go first. Use open ended questions, such as, “What does that sound like to you?” Earn the right to give advice. Tom last appeared on these two episodes: 107: Three Steps To Soliciting Feedback with Tom Henschel 164: How to Handle a Boss Who’s a Jerk with

Dorie Clark Author, Stand Out* It’s getting harder and harder for an individual’s message to get out and be heard. How to stand out as a thought leader: Have valuable intellectual content Build a following! There is a three-step process people are following to gaining an audience: One to one idea transmission (small mastermind) One to many idea transmission (writing, speaking, etc.) Many to many ideal transmission (others become ambassadors for you) “If you are the only person, who at the end of the day, is still talking about your idea. That’s a failure. You need to get other people talking about it.” -Dorie Clark Dorie mentioned her past article on Harvard Business Review: How to Reinvent Your Personal Brand How do you figure out what you want to be known for: Niche strategy - become a recognized expert in a narrow area and expand into related areas Combining ideas/fields - bring together elements from two or more fields Creating original research - information based on concrete knowledge

James Whittaker Author, The Art of Stage Presence* “The audience will relate to your concept that you’re talking about much more than details.” -James Whittaker You are there for the audience, not you. “You are speaking for the audience, not to the audience.” -James Whittaker Have the first sentence completely committed to memory. During the first 99 seconds, do one of these four things: Inspire Intrigue Interest Inform Spend as much time on the opening as on the rest of the presentation. Seek out small stages to practice on (your 1:1 with a manager, team meetings, etc.) Give your attention to the people taking notes and nodding their heads and engaged with what you are saying. Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 191 on the topic of books Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wedne

Bonni Stachowiak TeachinginHigherEd.com Question from Jignesh I have been on a leadership course in 2012. Through the Myers Briggs Test, I have learned about my personality type and have received feedback/comparison on world's most famous leaders. I also recently read Simon Sinek's book - Start With Why. My assessment about myself has been that I am an introvert. I love working on my own. I realize that Leaders need to challenge their own comfort-zone and for me this would be to try communicating my ideas and practicing my leadership skill by interacting with others. Knowing the fact that I am introvert. I am not sure how to strike a conversation and to get maximum out of my one-on-one meeting with my stranger LinkedIn industry colleagues. I will really appreciate receiving some advice or ideas on how to strike impactful conversations. Teaching in Higher Ed episode 38: Steve Wheeler Talks Learning with ‘E’s Carnegie Coach 23: How to Strike Up a Conversation - Part 1 Carnegie Coach 23: How to Strike Up a

Jeff Spencer, D.C. DrJeffSpencer.com Jeff noticed that the people who should have won didn’t often win. “The single most important factor is how people perform in pivotal moments.” -Jeff Spencer “Do you have the readiness for the 3-5 pivotal moments that occur each year that will make or break your career or your life that year?” -Jeff Spencer “There’s a lot of people who have will and talent that don’t go anywhere.” -Jeff Spencer “You cannot think your way fast enough to be able to perform with ideal timing. Ideal timing and ideal responses are the direct product of your level of preparation.” -Jeff Spencer “Most people concentrate on all the things that can go wrong rather than the 1-2 things that have to go right.” -Jeff Spencer “The natural tendency is to want to be the best at whatever you’re doing. I don’t know if that’s really the best strategy. I think the place that you really start is creating your legacy.” -Jeff Spencer “Our judgements don’t help us and they don’t give us a free pass about

Kevin Pho, M.D. (Twitter) (Facebook) Author, Establishing, Managing, and Protecting Your Online Reputation Social media is not a passing fad, but many people perceive it as such since the media tends to focus problem situations. “Today, getting published and getting people to read your thoughts and read your articles is no more than a click of a button.” -Kevin Pho “If you have a strong social media presence, you are many steps ahead of your competition in defining yourself online.” -Kevin Pho “If you aren’t proactive in establishing your online reputation, other sites, such as rating sites, are going to create content about you.” Three steps to creating your identify online from Kevin’s book: Curate Connect Make a difference “Using social media to follow experts in your industry is a tremendous way to learn.” -Kevin Pho A strong social media presence can marginalize the rating sites. Set up a Google alert to monitor mentions of yourself online. Dave mentioned at the end of the show a previous e

David Allen: Getting Things Done The Getting Things Done steps: Capture—collect what has your attention Clarify—process what it means Organize—put it where it belongs Reflect—review frequently Engage—simply do. The methodology has not changed in the revision of the book, but what has changed is the number of people who need it. If what’s most on your mind right now is thinking about what should be on your mind, then it’s time to spend more time clarifying what is most important. “Not only do you need to spend time thinking, you need to spend time not thinking – absolutely daydreaming.” -David Allen Your biggest job is to define what your work is. “The big secret about Getting Things Done is it’s not really about getting things done. It’s about creating appropriate engagement with your life.” -David Allen “The people most attracted to what we teach, the GTD methodology, are the people who need it least.” David recommended The War of Art* by Steven Pressfield One of the best habits you can

Tim Stringer Technically Simple and Learn OmniFocus Connect in Person to Strengthen Relationships Tim mentioned the podcast Home Work, a show for people who work at home Dave’s team at Dale Carnegie meets once a month for half a day Tim mentioned his co-working space, HiVE Vancouver Make Intentionally Richer Connections Move your level of communication up a level When possible, seek out the opportunity to connect by video We both recommend Zoom for video conferencing Ways to Stay Connected Participate in a mastermind group Attend a class that utilizes video-conferencing Social Media Tim and Dave both utilize Twitter and follow a limited number of people Ask the second question when interaction online, especially with a first connection Resources Sign-up for a free account with Zoom Tim has an affiliate relationship with Zoom. If your needs require a Zoom Pro account, utilize this link. Tim offers courses on Holistic Productivity that utilize many of the principles and tec

Bonni Stachowiak Teaching in Higher Ed Audio Question from Rick 3 Ways to Start Your Next Presentation Episode 126: How to Be Interesting When Pitching an Idea Show and Tell: How Everybody Can Make Extraordinary Presentations* by Dan Roam The Quick & Easy Way to Effective Speaking* by Dale Carnegie Question from Jay Daniel Pink said that one of the important qualities of a leader was the ability of the leader to insulate their team members from the “noise” of the organization (I completely agree). However, I have also seen that the act of insulating one’s team can get the leader into trouble. Ultimately, insulating one’s team members sometimes means saying no to new projects so that more important existing projects can get done. This very thing (insulation of team) has a tendency to create a great working environment for the followers but simultaneously put the leader in jeopardy with his superiors. How do you suggest dealing with such a quandary? In essence, the right thing to do for the leader’s peop

Ron Friedman: The Best Place to Work Interviews are not the most effective way to select people, but if you need to do it: Standardize your questions Ask behavioral questions “What underlies a great place to work isn’t access to perks, but rather experiences that are psychologically fulfilling.” -Ron Freidman Three needs that we have to feel good at work: Being good at the work we are doing and able to grow our competence Being connected to the people around us Autonomy and choice in how we approach our work “The impact of money on job satisfaction is incredibly small.” -Ron Freidman Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Dave Stachowiak: Coaching for Leaders In the book Getting Things Done*, past guest David Allen first popularized the practice of a weekly review. In this episode, I share my own process for the weekly review, so that you can incorporate the actions that best work for you. Key Points 1. Block Time I complete my weekly review either Sunday evening or early Monday morning. Pick a time that will work consistently in your schedule. 2. Record What Worked I don’t have an issue remembering what didn’t work, so I discipline myself to write down what did work last week. That way, I recognize strengths. 3. Review Goals I do a full read of the annual goals I created at the beginning of the year, so I know where I am headed. 4. Determine Next Actions I decide the next action for each annual goal to advance me closer. 5. Flag 3-5 Actions I pick the 3-5 actions (fewer is better) than I will commit to complete this week. I leave the rest of them for another week. 6. Remove Flags from Last Week If there are still flagged

Marc Mawhinney: Natural Born Coaches “Coaches are important because they are a second pair of eyes for your business.” -Marc Mawhinney Mark and I discussed my recent article on What to Know When Hiring a Coach. In addition to the recommendation to check out Marc's show, I made three recommendations of coaches I recommend at the end of the episode, all of which are past guests: Tom Henschel, Essential Communications Bill Bliss, Bliss & Associates, Inc. Tim Stringer, Technically Simple Feedback Join the conversation: http://coachingforleaders.com/179 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show: episode 182 on presentation skills (Also see episodes 47-59 of Carnegie Coach) Thank you to the following people who joined the weekly leadership guide this past week: Erin Griffin, Kristian Bruins, Jason Jagai, Theresa Cassino, Theresa Phung, Cindy Fan, Darci Heroy, Benita Deregla, J Bretz, Chuck Barker, Julie Knoble, and Thomas Comer