"We're on track to have our most profitable year in our 12-year history," Gwen Shields proclaims happily. "Even after making significant investments in the company's future by doubling office space and increasing headcount, we'll finally exceed our growth ceiling!" How did this "accidental entrepreneur" acquire the skills to successfully lead a team through a period of transformation and growth?
Recently, a coaching client wanted to challenge herself to become a better communicator in meetings as well as in conversations. As a result, I devised the "Authentic Communication Checklist" to help her with this goal.
At Victaulic, a manufacturing and engineering company with 3,600 employees across the globe, collaboration is the key to creating a culture of innovation.
One of my early mentors had a directive: "Always look for ways you can plus the experience." To do this, ask yourself the question: "What could I do now that would make this experience even better, more fun for me and others?" Just by asking that question, ideas begin to bubble up and creative fun begins to flow about what you can bring alive.
"I'm in a meeting -- sitting on pins and needles -- because there's incredible tension in the room," recalls Adrienne Riggs, VP of Operations at Franklin Farms East.
Kristy Tan Neckowicz's View From the Top: When was the last time you felt inspired in your work? There's a correlation between having a clear mission and being inspired.
The Professional Development Group is pleased to announce the addition of Ashley Russo as a Senior Consultant, leading Communication, Presentation & Media Training workshops and coaching.
I am thankful when clients share their successes with me. Shannon recently emailed to describe her epiphany on using assessments to do a better job of leading her team: "After I attended Talent@Work® and learned about my own communication style and motivators, I knew I wanted to have assessments done for my entire team. These assessments did more than give us a common language for communicating and collaborating. They also gave me the insights I needed to do a better job of leading."
Have you ever observed someone who struggled with speaking up to the boss?I could share hundreds of stories about professional men and women who didn't share their opinions, point out mistakes (even costly ones), or address conflict with the boss. Of all the fears I've helped people overcome as an executive coach, this one is the most common, even though the person I'm coaching didn't initially describe the issue this way.
How do you help people who have "always done it this way" accept new ideas for doing things better?