Archive for the ‘Coaching’ Category.

The Fog Of Decision Making


Think | Act


One in a series of Leadership Articles to cause you to think and perhaps to act. Read other articles.


I attended the most recent session of the Rotman’s School of Business training program for Corporate Directors over the past year. During the course of the program I had time to both read and think about senior level leadership decisions.
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Meeting Bleating


I was reminded last week, once more, that some individuals, who choose to run meetings, have no clue how to organize, manage an agenda and end on time with a satisfactory (at the least) outcome. As an independent consultant who charges for time spent on projects I am always conscious of what productive work is being done while I sit in a meeting (whether I am being paid or not).
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Innovation Inspiration


A recent outing at the Ivey School of Business refreshed my opinion of the some of the great things we ought to be doing with more of our students.
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Executive Assistants run the Universe


Think | Act


One in a series of Leadership Articles to cause you to think and perhaps to act. Read other articles.

I have had the privilege of working with a number of excellent Executive AssistantsĀ (EA) who tried very diligently to keep me on the straight and narrow. From these folks I learned a great deal of how to make that relationship work. Most of the foundation of an Assistant’s success in managing with an executive comes from effective commitment management.
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One Brain Cell


While reading the April issue of Inc. I was reminded last month about a very painful period of my life in the telecom industry. It was during a period of time I worked for a complete idiot that we underlings referred to as “The Man With One Brain Cell”, (TMWOBC) or (with apologies to Alfred Hitchcock) “The Man Who Knew Too Little”.
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Decision Action Threshold Event


Think | Act


One in a series of Leadership Articles to cause you to think and perhaps to act. Read other articles.

Recently we were archiving some notes from a prior consulting engagement and having thumbed through the mounds of data and reports, that made up the effort, we stumbled across some statistical results that caused us to pause. Have you ever considered how to measure the effectiveness of a business in making and implementing decisions?
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Whistle Stop!


Think | Act


One in a series of Leadership Articles to cause you to think and perhaps to act. Read other articles.

Leadership is challenging enough without having to deal with discovering that your employees, employer or work environment has become tainted with unscrupulous behaviors, shady decisions or, in extreme cases illegal acts. Discovering any of these situations can be a difficult revelation but often dealing with the backlash once you “blow the whistle” can be devastating. In fact, recently The Economist published a list of countries ranked according to their propensity for bribes and cronyism.

Having been through this career changing event on at least a few occasions, your humble author knows some of the pitfalls and steps to take to minimize the potential corporate reaction. Following the next few steps will help you address the problem and put some structure to your approach.
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Bicycle Leadership


Three Truths of Cycling: A Leader’s Insight

A few summers ago I had the opportunity to ride one of the most pleasant bicycle routes in Ontario. My daughter invited me down to join her on a ride through Wolfe Island which is a ten minute ferry ride south of Kingston. Now Wolfe Island is no Tour de France but it is a great location for some easy rolling. It also has spectacular views of the Kingston waterfront, the lake boat shipping channels, and summer sailboat races. Not to mention that the locals on the Island have a completely different perspective on how life should proceed.

During part of that ride my daughter was not her usual talkative self and we filled the gaps in the conversation with the spectacular views and thinking about where we were. It was during one of those lulls in conversation that I made an important connection between leadership coaching and the truth about bicycling. Continue reading ‘Bicycle Leadership’ »

Five Islands Many Routes


The Art of Letting Go When Managing Objectives

As a family, some years ago, we had the good fortune to sail the Grecian Cyclades Islands. During this journey I read Homer’s classic, The Odyssey. Contrasting the technology we had on board our sailboatĀ to the Mediterranean’s original sailors, I was astounded by the fact that even with technical advantages, we still struggled with the age-old problem of wind, water and weather.

We had departed from Athens along with about a four other boats. Each having chosen different routes to the various scenic islands within the archipelago. Some of our decisions were dependent upon avoiding the prevalent Meltami winds that blow in the area in July and August. about a week later, as fate would have it, all sailboats were harboured together during a storm on the Island of Paros.

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Managing the Three C’s


A Field Guide to Getting Your Organization’s Objectives Accomplished.

Once an organization has established its prime motive by articulating its vision, mission, values, and key results areas (KRA) along with the resulting objectives, it needs to establish ownership and accountability of these. Doing so will ensure the success of the business unit.

Leaders who need to be convinced that their teams are acting on the important objectives of the business can utilize a simple technique to ensure that this occurs. Frequently, leaders find the connection between the KRA’s of the business unit and the objectives of the individuals within their sphere of influence is not congruent. Interestingly, the intersection of the responsibility to achieve objectives and the Key Results of a given business unit exist in three states: Coverage, Conflict, and Collaboration.
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