Do I Need an Executive Coach?

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Marshall Goldsmith Executive Coaching

Do I Need an Executive Coach?

Why successful leaders fail

Successful leaders often appear decisive, proactive,  and goal-focused. Often these groundbreakers believe they are successful because they have completed certain milestones or financial objectives in the company.  He or she understands how to complete the functional aspects of their job without assistance from his/her supervisor. These trailblazers choose to be successful. Most often he/she achieve positive results until the day they don’t. When this day arrives the impact on the leader’s ego can be devastating. He/she may consider a small failure to be a significant adverse event in his/her career.  Managers that are promoted before they are ready will often experience this self-image problem within the first six months after a promotion.

Raising to the next level

Often when these managers receive an elevation to the next level, he/she has difficulty managing the larger organization because they have not learned to listen to his/her stakeholders and adjust their behavior accordingly.  Perhaps the leader is continuing to do the work themselves. He/she feels they do not have the time or even the desire to train their team to take on some of the work that they used to do. Until these high-potential employees accept the fact that he/she must choose to succeed and are merely at the exploration stage, they will fail. Real leadership requires a commitment to constructive behavior. When leaders become aware that they are not always right and believe that two or three minds are better than one, they become stronger heads and are less prone to end up in the role of an executor.

Buddha once said, “all that we are is the result of our daily thoughts.” When we change our thinking, our behavior will change. When we change our behavior, our habits will change, and when we change our habits our personality and/or character will change. When we turn our nature, our destiny will change.”

Practicing true leadership

The major challenge faced by leaders today is not understanding the true practice of leadership. Leaders know how to do the functional portions of their jobs. They just are not showing the next generation how to do their jobs. One has to wonder why this training does not occur when the millennial generation will be running our companies by 2025 and earning 46% of the available income.

Engaging stakeholders

Leaders that are truly successful will fully engage his/her stakeholders and ask them to participate in determining solutions to business problems. While the solutions may not be the final answer, allowing stakeholders to participate in problem-solving provides the manager with more ideas to consider. This exercise also gives stakeholders an opportunity to learn how to address issues in the future. If a leader is to be successful in this exercise, he or she needs to involve his or her stakeholders by asking their opinion, listening carefully to the stakeholder’s suggestions, and thanking them for participating. A stakeholder should never be criticized for offering an idea and should always be appreciated.

Golden Professional Coaching uses the Marshall Goldsmith Stakeholder-Centered Coaching mythology to enable successful leaders to lead and behave more effectively through positive behavior change that is sustained, recognized and acknowledged by others.

Do you need executive coaching? Contact us for a quote.

http://www.goldenprofessionalcoaching.com

Author: MKUNISKI@ME.COM

Mary Kuniski is a catalyst for business and individual change. Throughout her career, she has consistently led corporate businesses into the future, often achieving process improvement and change that others could not. Mary’s enthusiastic attitude and tenacious ability to keep moving forward is why she identifies with this quote from Dale Carnegie: “Most of the important things in the world have been accomplished by people who have kept on trying when there seemed to be no hope at all.” Passionate about problem resolution and committed to coaching and leading others, Mary is driven to ensure that everything she does provides lasting value. At a young age, her leadership and public speaking skills were recognized and nurtured through her ten-year participation in 4-H. She has also fostered change for businesses such as Parkinson Voice Project, where she directed the implementation of their website and online learning management system, and Overhead Door Corporation, where she created and launched a successful core data process improvement strategy. During her tenure with The Michaels Companies, Mary held five Director positions and three Vice President roles, and pioneered the company’s expansion into Quebec. Her efforts to lead the transformation of over 40,000 craft items to three languages resulted in Michaels becoming the first international retailer to acquire language certification from Quebec on the initial attempt. This meant Michaels successfully adherred to strict French-language laws. Mary has over 20 years in executive leadership in the retail industry and for 10 years led supply chain shipment improvement and savings and reduction efforts at Michaels. Mary is a Dale Carnegie graduate, certified trainer, and consultant for Dale Carnegie DFW's Executive Leadership training. She holds an MBA in Global Management from the University of Phoenix and a degree in Human Development, Clothing Studies from Pennsylvania State University.

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