CEO & Executive Coaching
“Strategy lays the course, but to stay the course, strategy must be implemented and supported. Sporadic training is not enough. Ongoing mentoring and coaching has proven to be the new paradigm for unleashing the power of the employees.”
People are the foundation of every business. For success, relationships must be nurtured with continuous feedback and follow up – not once a year, but daily and weekly.
- Improve influence and motivation.
- Remove obstacles in thinking patterns and foster comfort with change.
- Build professional relationships by understanding how others perceive you.
- Gain mastery over Vital Conversations.
- Coach for continuous high performance.
- Manage and resolve conflict situations.
- Discover how to adapt to new responsibilities, improve retention, enhance teamwork, and support organizational change.
One key challenge to managing and leading is the way we present ourselves to our management team, and those who would follow us. While our ideas may be sound, and our direction on target, we may lose the attention of others because we don’t have the credibility, influence or persuasion to “communicate or sell” our ideas to make things happen.
Great leaders move us by driving our emotions in the right direction. Once considered taboo in the workplace, emotions nevertheless influence success. But fear over expressing emotion still leads many managers to appear aloof and detached from those they lead. This lack of connection may leave them wondering why their workforce isn’t engaged.
By listening to those around us we can gain understanding and build rapport. Working together we will be able to create a communication message that is compelling, inspirational and motivates others to action.
What Our Clients Say —
“Beverly has changed the way I look at managing and leading people. She mentored and coached us by providing concrete tools to initiate and implement positive change, especially around those sensitive conversations we sometimes need to have.”
– VP Creative, Cline Davis Mann Advertising
It is startling to realize what accounts for a successful leader. A study from the Institute of Executive Development states:
- Almost one in three, or 30% of senior level executives who come from other companies, are judged as underperforming after two years in the new company.
- For those making internal transfers the results are one in five (21%) who do not succeed by the two-year mark.
The causes are revealing:
- 15% of the underperformance is attributed to a lack of technical or business skills.
- 68% is attributed to a lack of interpersonal skills.
- 45% is due to a lack of personal skills, meaning self-management and focus.
Case in Point
A group of executives from a major insurance company needed to communicate a difficult message: “Your jobs are being eliminated due to a takeover and we still want you to be engaged and work with us over the next year while we transition.” Many thoughts swarmed through the minds of those executives. Should we wait and give employees notice one or two months before their end date?; how will we deal with the rumors over the next year?;maybe we can tell the truth and still maintain an engaged workforce.
Working with department heads, the decision was made to announce the new direction of the company far in advance, ask for engagement and support from the workforce, and find out what would motivate employees to stay engaged over the next year.
The result was a positive “contract” between those managers who were staying and those transitioning. Those leaving the company would receive leadership training and coaching, and the flexibility to interview for their next job. The results were amazingly successful as the workforce stayed highly engaged. They took on the role of a “consultant” with a contract to fulfill. This positive outcome was made possible by the inspiring and motivational communication messages from senior management.