“I keep having vivid dreams of success. Then it’s time to sleep.”
—Conor McGregor

Can you feel the energy of this amazing year? We are not yet through January, and everywhere I go, friends and clients alike tell me that 2016 is ‘the year’ for them—the big one. And I confess I feel that way, too. Different types of work that I had envisioned in a very particular way, some time ago, are now showing up with remarkable precision.

A colleague tells me that she had very clear criteria for the type of firm she someday wanted to join several years ago, and without any (conscious) effort on her part, an offer has landed in her lap that ticks all of the boxes—perfectly. Coincidence? Maybe. But I think we are more powerful creators than we give ourselves credit for.

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Gratitude can transform common days into thanksgivings, turn routine jobs into joy, and change ordinary opportunities into blessings.”
—William Arthur Ward

One of the most important things a leader can do is express gratitude to the people around them, including direct reports, colleagues, board members, customers, and vendors. As the holidays approach, don’t miss the opportunity to recognize the many people who contribute to your individual success and the success of your organization. [Read more…]

Everything I’ve done in the last year, I’ve never done before”

Rachel Tipograh
CEO and founder MikMakTV

Greatness doesn’t come from comfort zones. We all know this intuitively, and yet…

Thinking back on many of my coaching conversations over the last month—with executives from different backgrounds and different countries—I encouraged them to examine their default way of thinking (or behaving). They needed to stretch out of their comfort zones, to find new lenses with which to view issues they wanted to change or influence.

The book What Got You Here, Won’t Get You There by Marshall Goldsmith, explores executives’ over-reliance on their comfort zones, and the need for agility in responding to complex and ever-evolving business challenges.

Many of the attributes that have contributed to a leader’s success in the past are exactly the things that are going to prevent them from making the contribution that is needed now. [Read more…]

 

 

 

“Truth is a point of view, but authenticity can’t be faked.” 

–Peter Guber

 

 

‘Authenticity’ is everywhere. Since the publication of Bill George’s book on Authentic Leadership in 2003, there has been a mountain of print and media on the subject. It is a topic that comes up frequently in my interactions with senior leaders as well. How can I be authentic and get promoted to the top seat? How can I be authentic with people I find personally challenging (the board, for example)? Isn’t a bit of caution warranted?

I define ‘authenticity’ as being self-aware or ‘awake’ enough to be honest about who you are, with a willingness to share this with others and, perhaps more importantly, with yourself. People who are authentic often display a sense of self-acceptance, trust, and groundedness.

Authentic leaders own their ‘stuff’, and have clarity not only on the things they like about themselves and/or do well, but also on the things they wish were different or are trying to change.

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“Anybody can become angry – that is easy, but to be angry with the right person and to the right degree and at the right time and for the right purpose, and in the right way – that is not within everybody’s power and is not easy.”

–Aristotle

One of the joys of being in the world is the interactions we have with other people. We form deep relationships, we learn and grow, we find people with whom we resonate on a deep level. We feel seen, understood, and validated.

Other times we don’t. We have parallel conversations that we find incredibly frustrating. We communicate in the ways that have always worked for us, and yet somehow, certain people don’t hear us. When we are not particularly invested in the relationship, this can be okay. Other times it can feel alienating and isolating. And at certain times, with certain people, it can push all of our buttons.

I was speaking with the CEO of a well-funded tech company recently about the challenges she is facing in this quickly growing business. The biggest issues and obstacles for the firm are not around market penetration, innovation, or talent management. The biggest concern for this CEO is her relationship with the board that appointed her.

How did this happen? She gets triggered.

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