Recovering Leader

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 →

Leadership's "Problem-tunities"

Go ahead and laugh, as we all know many organizations recode the word “problem” into “challenge” and "opportunity." Yet when a leader can respond to a loss or setback with an open mind and ability to derive its key lessons, strife becomes the breakfast of champions. Of course I encourage you to learn as much as possible from self-reflection and... Read more →

When it’s My Fault and Never Good Enough

Those who take on the weight of the world, yet who constantly find their own efforts lacking, are more prevalent than one might think. One such executive told me, “It’s like I’ve got a ton of bricks on my shoulders,” and the weight keeps being added as issues and needs arise around them ... "I get totally exhausted." It’s 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 →

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 →

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 →