In the first part we looked into a scary statistic from the HBR that suggests as many as 60% of newly hired executives fail in the first 18 months
the earlier an executive coach is inserted into the equation, the greater the value to both the executive and the company that hired him or her.
The unique qualities of the salamander are surprisingly transferrable to business leaders
(Ed: Part 2 of a recent HBR article “Why a new leader should be wary of quick wins” by former CEO Dan Ciampa. Read Part One here ) In Thinking, Fast and Slow, the psychologist Daniel Kahneman explores the intricacies of judgment and argues that different tempos of decision making are better for different challenges. Fight/flight/freeze […]
Asking open-ended questions is one of the most productive coaching techniques. Conflict shows up every day in our lives in one form or another. It can be over which route you take to a destination or a tough situation at work. Taking time to think it through and ask more questions is typically when […]