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  • The Need for Managing with Coaching Skills
    by Dr. Maynard Brusman - July 22, 2016
    Managers who effectively harness their coaching skills reap multiple benefits. Their employees are more committed, willing to put in greater effort and are less likely to leave. Coaching’s impact significantly affects people and profits within organizations committed to training managers, guiding performance and developing employees. Most managers have had some training in coaching people for high performance. Ten years...
  • The Inner Game of Leadership
    by Dr. Maynard Brusman - July 18, 2016
    The Inner Game of Leadership Effective leaders master the C-suite competencies: setting strategic direction; communicating an inspiring mission; understanding financial data; planning and coordinating resources; and ensuring that processes, systems and people achieve results. Most leadership-development efforts focus on these responsibilities, but they’re ultimately insufficient. Great leaders must address the inner game...
  • by Dr. Maynard Brusman - July 11, 2016
    In spite of wide-spread coach training, most of the time managers aren't using coaching skills to grow and develop their people. Instead, many managers still believe in their role as a problem solver, cutting short conversations with employees by providing solutions, advice, and answers. Yet managers with a coaching style usually find that their employees are more committed, willing to put in greater effort, and are less l...
  • by Dr. Maynard Brusman - July 5, 2016
    What makes a leader stand out as remarkably effective? Everyone expects great things from leaders—probably more than is humanly possible. But leaders must deliver only four interdependent promises to drive business results. Failure to complete a single promise will likely lead to disappointing outcomes. Consultants Robert J. Anderson and William A. Adams delineate these promises in Mastering Leadership: An Integrated Fr...
  • by Dr. Maynard Brusman - March 18, 2016
    Look at today’s top-performing companies, and you’ll inevitably find a high degree of employee engagement. From frontline workers to CEOs, people are passionate about their companies’ purpose, values and mission. Most workers are motivated to give their best and often go beyond what’s required. Some are lucky enough to work for companies that are consistently designated a “best place to work.” But for countless other org...
  • by Dr. Maynard Brusman - March 7, 2016
    Up to this point in history, we’ve organized work based on four very different worldviews: impulsive, conformist, achievement and pluralistic. This organizational evolution is tied to the four stages of human consciousness proposed by psychologists Clare Graves, Don Beck and others, as summarized by Frederic Laloux in Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousne...
  • by Dr. Maynard Brusman - January 5, 2016
    The way we work isn’t working anymore. Some experts blame traditional organizational hierarchies, incentives that fail to motivate, disengaged employees (two-thirds of the workforce), and a system that overcompensates management while undervaluing frontline workers. New ways of working have already evolved, explains corporate coach Frederic Laloux in Reinventing Organizations: A Guide to Creating Organizations Inspired...
  • by Dr. Maynard Brusman - January 5, 2016
    Successful people are great communicators who recognize that conversations are part of an evolving social process. They aren’t just skilled listeners; they’re attuned to subtle social signals that are more revealing than words alone — and they use them to their advantage. We’re more connected than ever before. The ability to reach out and communicate with people around the globe has never been more accessible. But are we p...
  • by Dr. Maynard Brusman - November 20, 2015
    Human interactions rule our lives. Our social nature may be even more valuable than we realize. In a world where technological advances increasingly provide solutions and perform jobs, our social skills can increase or diminish our value. But most of us—professionals, employees and managers alike—undervalue our social skills. This is not an option in an era of dwindling job opportunities. “When people in an organization...
  • by Dr. Maynard Brusman - September 1, 2015
    How Great Leaders Manage Perceptions “You can influence people’s perceptions of you by playing to their needs. Once you understand how to make other people feel comfortable with you, you’ve won their approval.” —Corporate marketing consultant Camille Lavington, You’ve Only Got Three Seconds (Main Street Books, 1998) Even at the highest levels of government and business, leaders struggle to communicate their intentions. M...