About seven months ago, “Barry” called. He’s a client of mine and he was clearly very concerned.

At the time, new to leadership as a result of a recent new job, my Barry was based in New Jersey and working for a multinational organization based in Brazil. He had recently been in a meeting with his new boss and his peers who were also department heads, but in other arms of the company and other countries.

“I now see why this place needed me so urgently. They have problems with their security that are big enough to blow a hole in the entire company. Everyone recognizes changes are required and they’re looking to me to lead the way. How do I even start the process when I don’t have any relationships with any of the other leaders? And by the way they’re based in seven different countries…”

Barry was in a tough situation. He had to be able to bring all factions together – and quickly. He needed to show leadership and move with determination. He also knew that if he failed it could be a quick end to a new career. But fortunately for him, like most organizational hassles, there were precedents he could use as a guide.

Barry’s approach provides a solid roadmap for anyone in charge of leading change in a turbulent environment:

First -

There are no options. Help others see that this isn’t just another fire alarm but a critical issue. They need to see that, this time, there are no options aside from acting immediately. That’s going to be hard for many of them.

Find the power players. You need to create a tight team to be able to break through all the bureaucracy. Apowerful group guiding the change is important, so figure out the critical departments or offices required. Get the best people from those areas to lead the charge in your absence.

Next -

What’s at stake. Clarify that there are no viable options aside from moving decisively and quickly. You need to help everyone to see what’s at stake if the team blows this. Fear works as a motivator – but not for long.

A great mission statement. Quickly create a rallying and short mission statement that will cause everyone to put the energy behind this project. Help others see how the changes are going to make for a better future, and what’s needed to make the changes a reality.

Actions -

Peat. And Repeat. In the advertising business, it’s said that a message hasn’t penetrated a marketplace until all the brand managers are sick to death of hearing it. Make sure as many others as possible understand and accept the mission and your strategy.

Empowerment is critical. Remove barriers wherever they exist. You may need to be tougher than you are normally. Treat that as a learning opportunity for yourself while helping those who want to drive the mission across the organization to be able to do it.

Short-term wins. Look for some visible successes and celebrate them. Write about them; bring them up in your meetings. Mention these stories and individuals whenever you’re talking to others about the progress being made. This helps quiet the naysayers and builds momentum.

Mirage or oasis? It will be tempting to start backing off when you see progress. Recognize that what you see in some places may not be what’s really happening “out there”. Keep pushing for clear and real successes.
Now what?

The New Way. When the crisis is dealt with, some will want to go back to the old ways of doing business. Use your success and high visibility to help create a better organization that capitalizes on this learning.

Take a deep breath and relax. Until the next fire drill when everyone looks to you for a fix.

Here’s to your future!

John

Here’s a 40 year old “secret” for getting ahead.

It involves research done back in the 1960′s by Dr. Eric Berne. His work back then has become a time-tested and easily implemented communication tool. It’s called Transactional Analysis, or TA, by those who practice it.

Berne said that verbal communication, particularly face to face, is at the center of all social relationships. His work became a very common method of examining every conversation (still used by psychologists and therapists today) to improve communications success between individuals.

It works in business too. TA is premised on: “I do something to you, and you do something back.” The theory is predicated on the idea that every person is made up of three alter ego states: Parent, Adult and Child.

In TA, these terms have different definitions than in normal language:

Parent – our ingrained voice of authority, absorbed conditioning, learning and attitudes from when we were young. We were conditioned by our real parents, teachers, older people, and other “authority figures.” Parent is our Taught concept of life.

Child – our internal reaction and feelings to external events form the Child. This is the seeing, hearing, feeling, and emotional body of data within each of us. When anger or despair dominates reason, the Child is in control. Child is our Felt concept of life.

Adult- this state is our ability to think and determine action for ourselves, based on received data. The adult in us begins to form at around ten months old, and is the means by which we keep our Parent and Child under control. Adult is our Thought concept of life.

Ideally all communications between two people should be Adult to Adult. In that way, one thoughtful and reasoned individual is processing information from another equally mature thinker. But in the real world, certain individuals fall into the role of Parent or Child, and when we try to work with them like an adult, their emotions and pre-programmed reactions come into play and they behave in a manner which can sabotage the whole communication.

Imagine that you are being addressed by someone who is playing the role of the Parent. He will usually take the tone of someone who “knows better,” or has all the answers. On the other hand, if you are trying to get someone to understand a new concept or theory and he insists on reacting emotionally, the whole dialog is going to be derailed. We see and hear these misfires all the time and don’t understand the reason behind the behaviors at the time.

Berne noted that two people can have a successful dialog if they’re both in the same ego states. So two individuals both in the role of parent can usually figure out a way to get aligned, and so can two people acting in a child mode. The ideal place is that of two adults both listening and reacting in a mature place; but as long as you can identify where the other person is coming from, you can tailor your communications to make them the most successful.

If this all sounds too “soft,” stand back and watch a few dialogs taking place. You may be surprised by how many managers around you quickly try to assume the role of parent. And it usually causes a failed communication.

Here’s to your success!

John

Ever notice that some people seem to be “natural leaders”? For them, leadership is like wearing clothes that were custom-made. But most people struggle with the role of leader. The “fit” isn’t comfortable. It shows in their actions, their results and, ultimately, in their careers..

Natural leaders share a secret: They recognize that they need to adjust every time they get new assignments or additional responsibilities. They’ve learned that “acting” like the leader in their new role will actually help them morph into it. This is one reason why some people move up the food chain quickly. Others, perhaps even those who are even smarter or more devoted, get left behind.

Here are six tactics you can use to improve your career success while building a reputation as a “natural leader”:

1. Be clear about your end game – and don’t allow anyone to derail you. The best leaders I’ve worked with always knew what they wanted throughout their careers. Once they made it to the next step, they readjusted for their “new” end game.

2. First things first – Determine what it’s going to take to achieve your end game. Consider assets (human or material), education/training, allies, mentors and liabilities that need to be worked around. Doing this early on reduces the likelihood of unexpected slowdowns or, worse, derailment.

3. Be proactive. And reactive – As much as possible you want to be in control of your destiny. Knowing what needs to be done but not having the resources is frustrating and can be a deal killer. That said, obstacles will be thrown in your way. Be ready with options already contemplated.

4. Think “abundance” – Where some managers see insufficient resources, others see ample. If you’re focused on land grabs or getting even, it will ultimately backfire. Natural leaders recognize that there is always enough, but some resources may need to be reallocated for the success of their end game.

5. Ask, don’t tell – In all aspects of life, the “best” are often described as having great listening skills and also being clear about giving direction. That’s not a contradiction in style. Learn it.

6. Continuous renewal – The fastest processor in 2005 looks pretty slow today. It’s simply not up to today’s expectations. Don’t allow yourself to be seen in that light. And when you do upgrade yourself, make sure the decision makers are aware of it.

Here’s to your future!

John

Based on a scan of business book titles, leadership is definitely the more popular and desirable choice. But what’s the difference and does it matter?

Academics have published numerous articles supporting the thesis that there is a difference. Managers are focused on process, stability and control.

Managers keep the organization on track and ensure employees do things the right way while leaders enable employees to do the right thing. Leaders empower others and foster continual learning and growth. Leaders set the vision of a viable future and inspire others to achieve even the most challenging goals.

These finely parsed definitions always end up with leadership coming off as more honourable and nobler while managers seem dour, humourless grinds who make sure the metaphorical trains run on time.

Henry Mintzberg, an iconoclastic management academic, makes the case that we are now over led and under managed. From his perspective, leadership is management practiced well. Gary Hamel, an influential business strategist and author, believes that leaders should no longer be seen as grand visionaries and all-wise decision makers. Instead, the job of leaders should be to create an environment in which employees collaborate, innovate, and excel. But isn’t this what we want from our managers?

Shouldn’t managers be supported and encouraged to move beyond a supervisory role to one in which they develop talent, enhance productivity, set direction and enable effective execution? Why would we slot managers into a narrowly defined role that excludes them from creating workplaces that foster innovation and build value through empowered people?

Why do we continue to create a division between the two, expecting that only leaders foster the growth and development of others while managers focus on processes and tasks? Why wouldn’t we expect managers to think strategically and consider a broader vision when they oversee processes that ensure stability and control within organizations?

My perspective is that leaders and managers are two sides of the same coin. Aspects of both are required to be effective and we need to be fluent in both. Who wants to be led by someone who can’t manage or managed by someone who can’t lead? Think about how much more is possible when you embrace leadership and management within the same role, especially at the front lines where the real work gets done.

Blog post by Associate Coach, Karole Sutherland

Consider:

- Coaches are not teachers, but they teach.

- They’re not your boss like in sports – but they can be bossy.

Our US -based Associate Coach John Agno notes that, “Coaching considers the teaching model naïve about our human capacity for self-perfection. It holds that, no matter how well prepared people are in their formative years, few can achieve and maintain their best performance on their own.”

So what is professional coaching? And how does it differ from consulting?

Download and listen to this MP3 recording of a recent interview of John -one of the pro’s in our industry - for the answer to that question.

]]> http://www.businesssuccesscoach.net/leadership-coaching/insight-from-associate-coach-john-agno-tip/feed/ 0 http://www.businesssuccesscoach.net/leadership-coaches/john-agno/?utm_source=rss&utm_medium=rss&utm_campaign=john-agno http://www.businesssuccesscoach.net/leadership-coaches/john-agno/#comments Thu, 16 Feb 2012 20:42:45 +0000 admin http://www.businesssuccesscoach.net/?p=4316  

John Agno

Leadership Coach
Email: johnagno@signatureseries.com
Phone: 734-426-2000
Website: www.CoachingTip.com
Location:Ann Arbor, MI, USA. Works with clients globally.

 

 

 

 

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John G. Agno is a seasoned corporate executive, entrepreneur and management consultant who today coaches senior executives and business owners to reach decision-making clarity by exploring unintended consequences of their future actions in a safe and confidential environment. John helps you see things you are missing, affirms whatever progress you have made, tests your perceptions and lets you know how you are doing. His developmental coaching is personal training that helps you focus your natural abilities in the right direction. The coaching allows your inner-potential to erupt outward through effective leadership; to develop commitment within organizations and in a world of “free agents” and “volunteer” talent.

Coaching is a powerful tool and one that should be used to help guide, direct and nourish people to become better performers. In today’s environment of changing technology and evolving organizations, coaching can have a strategic impact. It provides continuous learning and develops people to meet current and future needs. Coaching is an investment that you make in developing your key resource, people, for the long-term benefit of the organization.

So what is professional coaching and how does it differ from consulting? Download and listen to this MP3 recording of a recent interview of Coach Agno for the answer to that question: http://view.vzaar.com/845767/download

Agno is a certified executive coach (CEC) by the Worldwide Association of Business Coaches—the highest designation for business coaches.

He is also a certified business coach (CBC) through the International Consortia of Business Coaches

A former member of the International Coach Federation

A founding member of CoachVille

A founder of the Coach-to-Coach Network, a virtual peer-to-peer community of 1,300 personal and business coaches worldwide.

“One of the most important business lessons that I learned came through my work with an Exec Coach, John Agno, when I realized that I wasn’t operating with internal integrity.

It is important to know, understand, and accept all of yourself – idiosyncrasies and all. You are better at some things and worse at others. Know your strengths and blind spots. No one is perfect and no one fits in everywhere.

Be true to yourself and who you are. You are happiest when you are in alignment inside and out.”

-Faith Fuqua-Purvis of Synergetic Solutions LLC.

“Sometimes when I talk about “my coach,” people are puzzled. Why would a coach need a coach? A coach needs a coach so she can be the best that she can be. But also so she can stay out of the way of her clients’ progress.

John has been my coach for the last three years, and I honestly cannot imagine what my world would look like now had I not been coached by him. He creates a safe space within which a person can sort out what’s happening, discover what’s important while helping his client become aware of when strengths are being overused. I thank you John, and because of your work with me, I can stay ready, able and willing to bring value to my clients.”

-Therese Marie Smith, Executive Coach

When Doing It All Won’t Do: A self-coaching guide for career women

 

 

 

Women and Time

 

 

 

 

Women, Know Thyself: The most important knowledge is self-knowledge

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Gisele Aubin

Executive Coach, Leadership Coach, Women’s Coach
Email: coaching@giseleaubin.com
Phone: 778-926-0062
Website: www.giseleaubin.com
Location:Vancouver, BC and Montreal, QC, Canada. Works with clients globally.
 

 

 

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Prior to establishing her own Coaching business working with successful leaders identified on the succession plan, Gisele worked as vice president and Human Resources Business Partner for the world leader in the HRBPO (Human Resources Business Process Organization) market.

In her role, she led a global team operating in 28 countries across Asia Pacific, South and North America, Europe and the Middle East. This team supported employees providing outsourcing services to over 3 million employees and retirees worldwide for Fortune 500 companies.Prior to this role, she held similar functions in the manufacturing and aerospace industries.

CEC/Certified Executive Coach from Royal Roads University

CHRP/Certified Human Resources Professional

Post graduate degree in Labor Relations from l’Universite du Quebec a Trois-Rivieres

MBTI certified /Myers Briggs Type Indicator

ICF member (International Coach Federation)

“She is extremely professional and a very good communicator…She is so efficient that we are now using her to coach key managers in our company”.

-Y.Cote,President, Teleflex Marine.

“Gisele is an inspiring executive coach with an incredible capacity to encourage creative approaches…her enthusiasm as a Coach has the capacity to re-ignite a vision and create a space in which to consider new possibilities”.

-P.Edwards, Executive Director, CMHA.

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Evelyne Barret Esnault

Executive Coach, Transition Coach, Women’s Coach
Email: evelyne.esnault@yahoo.com
Phone: 33 (0) 6 80 87 17 32
Website: http://fr.linkedin.com/pub/evelyne-barret-esnault/12/7b1/b54
Location:Paris, France. Works with clients globally.

 

 

 

 

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After more than 25 years of positive experience both in top executive management in various fields of activities – Industry, Building, Services and Elective Offices- and in cross-cultural and cross-functional organizations both in Europe and Asia, I have acquired a high degree of professionalism, trustworthiness, assertiveness, and cross functional communication skills.

My different postings in France, Germany, Singapore, Kuala Lumpur, and Beijing as well as my willingness to adapt taught me to always keep an open mind and to show an encouraging spirit of cooperation.

Today as a senior consultant and executive coach, I help individuals and organizations in giving them a leading edge and an advantage in the ever evolving business world.

Positive Change Management or -companies’ ability to accept and make changes- is today a critical factor for success.

Furthermore, Cultural Diversity as well as Intergenerational Issues are becoming important management concerns.

Moreover, the ‘glass ceiling’ effects on women’s and minorities members’ careers whose consequence is the scarcity of their presence in the circles where collective decisions are taken can put a major brake on assertive management as well as collaborative and constructive working relationships. In this context, it is important not to underrate the importance of life skills such as assertiveness and conflict prevention. In addition, intercultural and cross functional dialogues are vital instruments in the prevention of conflicts.

Through Change Management Consulting or individual Professional Coaching, I can help you or your organization move towards solutions rather than being entangled in problems. Individual coaching is particularly effective to move swiftly towards pragmatic decisions and creative problem solving.

ESCE PARIS MBA IN INTERNATIONAL MANAGEMENT

Post Master- Practice of Coaching in the WorkplaceDept.

Psychosociology – Human Ressources University PARIS 8

Upon request (confidential clause)

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Christine Baudot

Executive coach, Women’s coach, Onboarding/transition coach
Email: christine@christinebaudot.com
Phone: 604-754-2419
Website: www.christinebaudot.com
Location:Vancouver, BC. Canada. Works with clients globally.
Languages:English and French (bilingual)

 

 

 

 

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Christine relies on 20 years’ experience as an executive manager and an entrepreneur in the executive training industry in France and UK. As a former Business Development Manager a Head of Operations and a Deputy Director, she has designed and implemented strategies and contributed to the focus, achievement, growth and profitability of several multicultural organizations.

After managing and developing teams of talent practitioners in numerous types of industries, including energy, hospitality, banking, security and business services, she retrained as a coach. Christine, as an active listener and true connector, helps leaders and teams navigate through change and decision-making processes.

Her strong academic background and international management experience allow her to coach leaders, teams and organizations into seeing new perspectives, building leading skills and creating sustainability in motivational strategies.

She works globally and focuses on values, stereotypes and discrimination and helps breakthrough limiting beliefs. She specializes in the areas of talent development, communication issues and effective strategy execution in ever-changing virtual international and cross cultural business environments.

Post Master’s degree in professional coaching and socio psychology (Paris 8 university)

MA, PhD, English language and culture, contemporary studies (Paris La Sorbonne university)

ICF member, ICF Vancouver chapter Chair Program 2012-13, ACC (PCC in process)

Total SA

Chubb

Nestle

Sanofi-Aventis

Laureate Ed

SSI Services

CNE

Bouygues SA

French governmental institutions

Educacentre

“Christine is an excellent career coach due to her abilities to quickly understand and identify the key issues of her clients (…) she guides the clients towards positive results and a better understanding of their goals and inner strengths. She is an asset to aid in the development of key personnel.”

-Jill Sisler, Former Financial Controller at Total, France, now Manager of Business Support & Marketing at Total, Houston, USA.

“I was very impressed by Christine’s reactivity, liveliness and soft skills. A result oriented and extremely motivated professional, she always remains 100% focused on helping people be successful. Her active listening and true communication skills also give full attention to the client and increase trust, credibility and cooperation. Christine is an insightful coach always showing respect, reliability and enthusiasm.”

-Marion Piekarec, former HR, now management consultant

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Sally Bendersky

Business Coach, Career Coach, Executive Coach, Leadership Coach
Email: sbenders@netline.cl
Phone: 562-206-7147
Website: www.sallybcoach.com
Languages: Spanish, English, French and Hebrew
Location:Chile.Works with clients globally

 

 

 

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In her professional activities, Sally has integrated her training in Engineering and Systems Analysis with Human Sciences, Coaching, Music, Theater and Literature. This background has allowed her to practice professional coaching and also hold directive positions in diverse areas such as banking IT, technology development, diplomacy and education.

Sally became a professional coach in 1992, belonging to the first generation of professional ontological coaches trained by the Newfield Group (MAPC, USA). She was the manager and academic supervisor of the first international Coaching course in Spanish, ACP,provided by the Newfield Group, comprising 70 students from 7 countries,(1992-1993). She created and conducted the international course “Strengthening Personal and Organizational Coaching Skills” for professional coaches (1997-1998). In 2011, she designed and conducted the international course “Coaching Clinic” for professional coaches.

As an executive coach, she has worked for UNICEF in Colombia and Ecuador, for public and private companies in Chile, such as Metro and Electroandina, and for the Ministries of Education, Health and Treasury in Chile. She has also worked as a coach and leadership trainer for several universities in Chile. She has also worked as a private consultant in organizational strategy and as systems analyst in the banking industry (1980-1990).

In Public Service, Sally has been: Director of the Chilean R&D Center Intec- Chile (1995 2000); Chilean Ambassador in Israel and dean of the Latin American ambassadors (2000-2006), and Director (vice.minister) of Higher Education in the Ministry of Education, Chile, (2008-2010)

Certified Ontological Coach MAPC, USA

Certified Gestalt Therapist, Chile

Certified Systems Analyst, Chile

Civil Chemical Engineer, Universidad de Chile

Member of International Coach Federation, ICF

Fellow Member of the National Academy of Engineering, Chile

18 years in Musical Training

5 years in Theatrical Arts training

4 years in Literature training

3 years in Psychology, Universidad SEK

Unicef: Colombia, Ecuador, Chile

Fundación Avina, América Latina

Empresa AyT, Coaching Organizacional, Córdoba, Argentina

Universidad Siglo 21, Córdoba, Argentina

Universidad Blas Pascal, Córdoba, Argentina

Metro S.A., Santiago de Chile

Holding Electroandina – Edelnor, Chile

Empresa Andrómaco, Chile

Empresa Glaxo-Smith Kline, Chile

Empresa Goodyear, Chile

Empresa Equilab, Chile

Empresa Imagen, Chile

Banco del Desarrollo, Chile

Ministerio de Educación, Chile

Ministerio de Salud, Chile

Tesorería General de la República, Chile

Universidad de Chile

Universidad Diego Portales, Chile

Sally Bendersky coached the team of Managers and Assistant Managers at my company, Electroandina, and she was also my coach during 2007. Thanks to her dedication, coaching skills and empathy I was able to make important shifts in my productivity and that of my collaborators and I also made huge improvements in my relationships within my own team, my peers and bosses. It is thanks to her and her methods that I learned to work in teams and managed to deliver unimaginable outcomes prior to my coaching sessions with her.

Today I am much more flexible, respectful and I have become a good listener. I have learned to delegate and I consider myself responsible for improving the general mood of my team. I have also been able to move from reacting to situations into proposing new methods and ideas.

I am truly grateful for alI I have been able to learn from Sally. Working with her as a coach has been immensely transformative, productive and rewarding.

-Arnoldo Valdés, Business and Development Assistant Manager, Electroandina S.A.

I have learned complex algorithms, advanced mathematics and lots of econometrics, but at one point in my life I was not able to decipher the reflections coming from the mirror. I saw distorted images which led me to deep sadness, anger and grief. One day I received, through my email, the name of a person who generously gave me a treasure. This person is Sally Bendersky, my coach. She gave me lenses that cleared my eyesight. I could see the world again in all its fullness, with its intensity and warm colors. The mirror showed me a person that I could recognize once again. I began to work (and still am at it) on understanding and getting rid of what is not good for me and at the same time I started driving my energy into my full potential. I can now say I am a 2.0 version. I am nurturing my second child, my family relationships have greatly improved and I found a wonderful job.

I wish there was a stronger word than THANKS to express my deep gratefulness to Sally.

-Paula Sucre, Doctor© in Economic Analysis, Universidad de Valencia, España

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