Recovering Leader

8 Critical Ways to Tune Your Leadership to Your Organization's Needs

These eight questions help executives -- at any level -- define or clarify their leadership in an intentional way, best synched with their organization's needs. Read more →

Facing and Overcoming Your Inner Imposter

Feelings of fraud are common even among the greatest leaders, and are actually signs of diligence. So unlike other developmental issues that may linger for an entire career, the fraud misconception is resolved by turning that diligence toward the practices I've described here. Read more →

Self-Coaching on People-Pleasing

Leaders who make choices or avoid decisions primarily to please others are being validated constantly from positive reactions and popularity. Yet ultimately, that will turn negative when the burden of being likable turns to anger, or simply leads an organization off the rails. Read more →

11 Declarations of Personal Leadership

Our professional selves emerge from how we create and revise ourselves as people in the world. So for anyone wanting to be their best as a leader, as I do, it's equally important, in my view, to reconsider every so often what we stand for in the area of personal leadership -- meaning, as we define and redefine our self each day, what must be true for us to feel right with life and the world? Read more →

“Good and Ready” is the Secret to Major Professional Growth

As a coach, I am referred to those who are ready / willing to change, and those who are not. Here's a little trade secret: if you have to push hard, to try and force someone into making a change, it won't work, or it won't last, unless they are otherwise ready and willing (in which case, forcing is overkill anyway.) Read more →

When Awe of Others Gets in Your Way

More seasoned executives than one might think get in the bad habit of self-marginalizing. In fact, your value doesn’t vary based on who else is in the room, no matter how amazing or awesome they may be. The only thing that limits the value you bring to any conversation is the choices you make about participating. When you choose to devalue yourself -- either consciously or unconsciously -- in comparison to someone else in the room, because you feel in awe of them, or less than them, you will of course shut down and stop short of giving your best. Read more →

Top 10 Things I Wish I Knew the Day I Became a Leader

When we get promoted to positions of leadership, we don't get a manual. Here are the things I wish I had known on day one of my leadership journey. Read more →

Practicing Worry Management

Some believe worrying is a positive, motivating force to keep us on our toes. Worrying never made anything better, faster, or more effective. It drags us down more than it motivates us to our best. Read more →

Starter, Builder, Fixer, or Runner? How to Find Your Happy Problems

What type of situation best fits your leadership? Not only is it critical for a leader or executive to know themselves, but it’s also important to understand your team, and anyone you may hire. Read more →

Leading from the Rut: 7 Ways to Snap Out of Complacency

It’s not easy to admit you’ve become complacent, but it gets the best of us, so you’re in good company -- the good news: there are steps you can take. Read more →

How to Develop Your “Future You” Mantra

Having a “future you” mantra is an innovative and individualized way to make sure you attain the goals most important to you, and to lead in the most effective way. Read more →

Get Your Gravitas On: 6 Secrets of Executive Presence

For most people promoted to senior positions, having a strong, influential voice at the big table is not standard equipment -- it takes work. Here you will find some practical steps you can take. Read more →

7 Powerful Ways to Know When to be Hands-on or Hands-off

Executives need to have a good sense of when to zoom in, and when to zoom out, on a problem or situation. Here you will find steps to choose the right level of involvement. Read more →

Truth About Leader Development: People Can Change

The subjectivity of change bias and the three ingredients for sustainable change. In my line of work, I’m often asked whether people can TRULY change. The short answer is: yes. The longer answer is: yes and it takes three ingredients. Before we look at these key ingredients, it’s important you watch out for your own bias. Essentially, sad but true,... Read more →

3 Powerful Practices for Aloof or Distant Leaders

If you tend to be introverted, shy, too busy to be responsive, or intentionally aloof/distant, as I posted recently, approachability’s pragmatic leadership value is likely eluding you. That wall you’ve built around you, whether intentionally or not, alienates you from critical ideas, feedback, input, and your people’s higher-level motivation/engagement—needed for them to do their best work. So what to do... Read more →

Over-thinking Challenging Situations

The outcome you achieve after facing a challenging situation—for better or worse—is limited by your assumptions or “story” going into it. In fact, walking into almost any potentially difficult conversation, our understanding is at best incomplete, no matter how much forethought we’ve given it. It’s human nature to prepare for what may be difficult, particularly if we are under normal... Read more →

Listening to Your Struggle’s Message

In Western culture we tend to think anything worthwhile should be difficult. Along those lines, it’s easy to miss when a struggle is trying to tell you that it’s time for a change. Fixated on our goal, we soldier on, trying ever harder. Then, exhausted, we see in hindsight that the signs were reading, “I need a change” all along.... Read more →

Excellence in Leadership Means Being Savvy in Four Systems

Achieving, Relating, Culture, and Influencing: these four “systems” silently but surely surround us in any organization. Understanding each of them is key to maximizing your own contributions as a leader. I share this because most of the feedback I hear on the up-front interviews I do about executive clients falls into one or more of these areas. If I did... Read more →

Leadership and Getting Real

It's been said, "No plan ever survives its first contact with reality." Achieving a vision or dream requires a leader to be realistic about plans, expectations, resources, people, and circumstances; pilots call it “situational awareness.” You need a clear, open mind, and a sharp focus. It also means standards and milestones to chart your course—and reasonable expectations about progress. When... Read more →

Three Steps to Managing Perfectionism’s Side Effects

Many leaders chalk up their success in part due to perfectionism, to which I say it's "despite it" rather than "because" of it. Perfectionism comes at a steep price -- here are three ways to manage its side-effects. Read more →

Know Why You Do What You’re Doing?

Are you at your best professionally? Are you doing your best work ever? If not, then maybe you need to take a look at your purpose, and the premise behind it... Talking to the leader of a Fortune 100 company several years ago, I asked: when you fall from the tree of life, how would you like to be remembered?... Read more →

Four Ways to Upgrade Your Situational Awareness

“Over 100 emails a day, 30 plus meetings a week, travel, 11 people reporting to me—and all of their needs; then try and do some actual work—so many distractions that I worry I might miss something important.” Most leaders I coach deal with this type of thing, and more. They would agree that it’s critical to understand how you keep... Read more →

3 Reasons to Avoid a Directive Approach

A very senior client got feedback recently that he should be "more directive" with his people--in fact, to tell them what to do and how to do it more frequently. When contacted for clarification, that person was unavailable because they were too busy. Of course they are. Let's go with that notion. Why not be VERY directive? Because: 1. You... Read more →

Being in the Flow of Leadership

You're in the flow of leadership when you're 100% in this moment, feeling your feelings, and 75% sure anything good can happen. Yet life has a way of distracting us from the flow. Fear, anger, strife, pessimism and crisis are everywhere in the world. The challenge is to accept--and not deny--these tragedies and not to buy into the gloom. You're... Read more →

9 Steps to a Happier, More Effective Work Life

One of the top lessons I’ve learned in my career of 26 years and counting: the best work I’ve ever done and the best jobs I’ve ever had were situations where I designed the job I wanted to do, then chose my boss. Worst were “getting promoted” into, or “chosen” for a job I wasn’t seeking, and/or working for a... Read more →

3 Great Ways to Approach Failure

Some “experts” go around saying failure’s great. After all, they repeatedly mention, Edison had 999 failed filaments before the one that illuminated the first light bulb. Let's not kid ourselves: failing professionally sucks, particularly during trying times. As most of us are NOT Thomas Edison, the 10th or so filament might in fact be career limiting / bending / ending,... Read more →

How to Upgrade Your Leadership through EQ

Does what we feel drive how we think, problem-solve, and lead others? I used to think not. I’ve recently discovered it’s time to rethink, or, more aptly, re-feel that. Going through the Emotional Intelligence (EQ) in Action certification course last week, I gained a new appreciation for how feelings drive everything we think and do. Like it or not, neuroscience... Read more →

Why It's Great that Your Job’s at Risk.

It’s no secret that fear of losing your job will hinder your quality of work, and even put that job in jeopardy. Yet anxiety about job loss is rampant. Layoffs, changes in job, boss, colleagues, and companies have put many on a mental edge and/or ledge. In my work with leaders I see that excelling in this “new normal” means... Read more →

If Only They Knew, They’d See I’m a Fraud

It’s a common belief among high achievers that they are not as smart, talented, or capable as people think they are--something they see themselves as managing to hide from others. It’s been identified in popular psychology as the “Imposter Syndrome.” When I was newly-promoted to Senior Vice President at Charles Schwab, Dan Limon, then our EVP of Corporate Strategy, gave... Read more →

Leadership and Language: "Help me understand..."=Bad

Speak the language of leadership--for example, if you tend to say "Help me understand...," then consider that the recipient of this "question" will probably hear it as criticism. They hear you saying: "you don't get it," or "you're wrong," or "I disagree," or "you're slow." Another variation is: "I'm not smart enough to understand..." (whatever you are saying, proposing, analyzing,... Read more →

6 Ways to Know if You're a Change Maker or Change Breaker

The leader’s innovation challenge is how to make major changes produce pragmatic results. So much is written about "innovation" that I think misses the mark on actually innovating. There are way more “great ideas” than can be done, but not enough leaders capable or willing enough to do them. Leaders and their organizations are used to being and doing things... Read more →

Job Seekers: Four Tips from the Hiring Front

I’ve been in the process of hiring an assistant (and down to the final handful from a high number,) and noticing a few things that may seem remedial, but are really standing out for me: Competition: Yes it’s true – there are many good and qualified people out there. Yet you can stand out from others with some effort, so... Read more →

Try NOT to Manage Perceptions

Wondering what your colleagues are thinking about you lately? What’s the buzz on you at exec team or board meetings? Good. Go for it—it’s important to understand how others view us. Not to pretend or try and manage it, but in order to develop ourselves, and to care for the impact we have on others. So go ahead, glimpse yourself... Read more →

"I Know" is Ego, Not Leadership

Saying "I know" doesn't reflect understanding or knowledge—it says "My ego has an issue with what I know or don’t know." I can’t think of a good reason for a leader EVER to say it. Even at its best, it’s not smart and/or cool-nerdy and/or charming. It’s distancing, distracting, and ultimately shuts down the other(s) in conversation with you, none... Read more →

Doing Your Best / Best You Can Do

EVERYONE is doing the best they can do, all the time. How you think about others—strangers, friends, family, people providing you services—sets the stage for what comes next between you, for better or worse, in every moment of your life. Thinking about particular colleagues, directs, boss, or others in your organization—or even people in your life—you may laugh at my... Read more →

Younger Executives: Don’t Marginalize Yourself Around VIP's

It’s not uncommon for an executive to compare themselves to the level of accomplishment, authority, or pay-grade of others around them, and self-discount accordingly. Yet despite what they may think, their value to the organization is constant. One C-level executive put it well. She said, “When so-and-so is in the room, I tend to be more deferential and careful about... Read more →

The Excessively Critical Leader

What's one to do? Everyone has a story of a nightmare boss. Why? Because overly critical people are in positions of authority with surprising frequency, and tend to be, well, memorable. They can be hurtful, insulting, angry, disapproving, intolerant, abusive—or any combination thereof. People who work around them are often stressed out or shut down, operating in coping mode—avoiding touchy... Read more →

Making a Smooth Transition from Peer to Leader

Promotion from peer to leader is a common thing, yet can be a problem for some. It's often a feeling of apprehension about what now-former peers may think, what's "supposed to be different" now that you're in charge, etc. So here are six considerations in making this transition smoothly: 1. Determine Your Point B “Must-haves:” Carve out a period of... Read more →

When an Executive Needs More Swagger

Seasoned professionals described as analytical, cautious, or humble may plateau before delivering on their full potential as leaders. It’s avoidable, if the problem is not one of smarts or capability, but of missing a bit of swagger. Keeping too much to yourself, being too cautious or deferential, or talking about too many nuts and bolts when a blueprint will suffice... Read more →

Monday’s LeaderTip: Is Risk Managing You?

Venturing into new and risky territory is great for all of us, and a necessity for leaders. Yet being bold and daring is increasingly absent, particularly among established executives and organizations. If your decisions are based too heavily on the need to manage risk, then risk is actually managing you. Everyone fails from time to time. If that’s the worst... Read more →

Monday’s LeaderTip: Worry Management

We all worry about the future at times, and leaders are no exception. Some even hang onto it, believing it to be an effective motivator. Yet the positive results you achieve are in spite of—not because of—the strain and stress of your worries. When you notice yourself doing it, call it for what it is: counterproductive, nagging, self-inflicted negativity about... Read more →

Monday’s LeaderTip: What’s Your Leading-to-Doing ratio?

Daily demands create a tidal pull toward “doing” versus leading—tasks and challenges tempt us to jump in and fix, suggest, organize, manage, etc., “in the interest of time.” Yet every minute you’re driving the day-to-day is one minute with your eyes off the road ahead. Over time, this pattern hinders your ability to guide your people toward the future vision... Read more →

Monday LeaderTip: Reaching Your True North

We all have the capacity to make the time we spend doing our work—or living, for that matter—more meaningful. Yet we limit ourselves by not really thinking about it, submerged as we are in the familiar routines of our daily lives. When we do think about it, we scapegoat our constraints or limitations for not changing the status quo. Consider... Read more →

Monday LeaderTip: Making Your A-game Reliable

It’s rare to find someone who can stay consistently fresh and fired up about his or her work. No matter how interesting or important a role you may have, complacency tends to creep in, turning novelty into routine—it’s human nature. Yet with a small, conscious effort you can turn off the autopilot any day. Start that day by recognizing that... Read more →

7 Leadership Strengths Are Weaknesses When Taken Too Far

Consider a few of the typical strengths a leader may have: maybe they're a good delegator, a great relationship-builder, results-oriented, decisive, etc. Interestingly, our strengths become weaknesses when we overuse or misapply them to the situation. That's why I often hear my clients' colleagues say, "It's his strength, but also weakness at times..." So it's important to know which of... Read more →

LeaderTip: Balance

We are surrounded by well-intended suggestions to achieve work/life balance. Yet in reality, technology surrounds and links us constantly to a virtual office of demands and expectations that blur the lines between work and life. To make matters even more confusing, it’s common in the workplace to talk up the need for greater balance while rewarding those with an excessive... Read more →

LeaderTip: Pattern of Leadership

Lessons in leadership are most evident in the mirror of our own successes and failures. Underlying them are patterns of recurring beliefs and assumptions worth a hard look from time to time. Such reflection opens them up to the revisions necessary to guide you to the next step in your development. Those who don’t spend time being schooled by yesterday’s... Read more →

LeaderTip: Leadership in Fallibility

We all make mistakes every day, and leaders are no exception. If you have high standards, you may wrestle with the temptation to deny or dwell on your errors. Feel free to visit, but don’t pitch a tent there—remind yourself that so many of history’s errors have led to tremendous achievements. Most mistakes bear gifts—a lesson, a key insight, a... Read more →

Letting Go of Lonely Leadership

“It’s lonely at the top” is not the way of leadership. If that’s the case for you, the quality of your leadership, your life at work, and your P&L, would likely be enhanced with some work on changing how you relate to others. I’ve seen this play out in my executive coaching work with clients. Their successes add up to... Read more →

Chemistry + Inflection Point = Great Coaching Outcomes

All engagements can be powerful, but significant, positive changes require coach and client to be well-matched (great chemistry), and client to be at an important inflection point in their development. Champion athletes receive frequent coaching. Similarly, the best executives and aspiring leaders -- the ones who you want to retain -- are curious and hungry for new ways to upgrade... Read more →