Dave, a senior VP at a large U.S. bank, was a strong one-on-one manager. However, 360-degree feedback revealed that he struggled in one critical area: leading effective meetings. Multiple employees described his meetings as “a time suck.”
A few years ago, when I was teaching at Yale, I made an announcement to my class. I said that I was going to have to cancel office hours that day because I was dealing with some personal issues and a friend was coming up to help me sort through them.
While we live in a world of constant change, some things really don’t change at all. One of those things is our desire as a species to seek improvement. We want to get better at our jobs, build better companies, and create more meaningful relationships.
Hello! In The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust, Charlie Green and I defined five core skills for leading with trust: listen, risk, improvise, partner, and know yourself.
During a recent interview with a member of my client’s executive team, a leader said to me, “Nothing I do is ever good enough for [the CEO]. We’re all starting to ask ourselves why we bother trying.”
If you are a leader of a professional services firm, it is our hope that when reading this article, you may shake your head, scoff, marvel at our naivety, then perhaps nod in agreement and quietly recognise where we’re coming from.
Having an executive coach to help your professional career move forward makes perfect sense in today’s marketplace. Having someone who will push you and hold you accountable can make you strive for success and never become complacent.