Library

This is a dilemma most of us have faced at one time or another, some of you might even be facing it right now.

Recently, during an interview with Moustafa Hamwi for his show Passion Sundays, Moustafa asked me an important question: how valuable is it for a company to invest in helping employees find their own personal passions, not just business passions?

What I’ve noticed in my travels from organization to organization is that there are many, many talent people who work at organizations where they were never a good “fit” or are no longer a fit at the company.

For years now I’ve done three things: I give talks, I coach executives, and I write books and articles. I travel constantly.

The higher up you go in your organization, the more you need to make other people winners and not make your job about winning yourself.

If you feel like your boss is squashing your enthusiasm for your ideas and projects, it may be that he or she has the classic bad habit of Adding Too Much Value.

When assessing the potential of future leaders, we often forget to ask one key question: How much do you love leading people?

How would your work change if your pay was based on your performance rather than how much your clients like you or how much time you spend with them?

A number of years ago, I was flying to Santa Barbara, California. Suddenly, the plane took an enormous dip.

A few years ago, former General Mills CEO Steve Sanger told nearly 100 of his colleagues: “As you all know, last year my team told me that I needed to do a better job of coaching my direct reports.

Can internal HR professionals do an effective job of coaching leaders? Definitely.

Will most internal HR coaches be effective in coaching leaders? Maybe.

In this short blog series with HRD Business Summit, I was asked questions that are highly pertinent to leaders, especially leaders of HR.

In a recent blog, I shared the “#1 greatest lesson for executive coaches” – to get over our own egos.

When we make plans for the future or even just today, why do we so seldom, if ever, plan on distractions?

Most of us spend a great deal of time measuring. We keep close tabs on sales, profits, rate of growth, and return on investment.

The most common problem faced by the very successful executives I meet is wanting to win too much. Winning is, of course, not bad thing — quite the opposite. But the desire to win can become a problem, especially when the topic is meaningless or trivial.