Building Your Sphere of Influence, Part 1
(January 2011: Volume 5/ Issue 1)
Head of the Class
(November 2010: Volume 4/ Issue 2)
It's Only Natural
(August 2010: Volume 4/Issue 1)
Don’t Succumb to Multitasking Mania!
(December 2008: Volume 3/Issue 2)
Peripheral Vision: One of Your Most Versatile Leadership Tools
(July 2008: Volume 3/Issue 1)
Dysfunctional Working Relationships: How they get started, how to avoid them
(June 2007: Volume 2/Issue 2)
The Dark Side of A+ Behavior
(February 2007: Volume 2/Issue 1)
Leadership Resiliency
(September 2006: Volume 1/Issue 4)
Capitalizing on Disequilibrium
(June/July 2006: Volume 1/Issue 3)
Navigating Around Advancement Barriers
(April-May 2006: Volume 1/Issue 2)
Strategic Relationship Management
(March 2006: Volume 1/Issue 1)
Why invest in coaching?
Smart, highly educated and experienced executives who move into a new role are expected to hit the ground running. Their calendars are already packed with urgent appointments and tasks, and their bosses (whether president, chancellor, provost or board depending on the role) have a list of pressing goals that need to be achieved ASAP. As is often the case, the new leader gets off to a promising start, but then gradually (or even suddenly) her performance veers off track. If a course correction isn't made, it can lead to derailment. Why? The fact is: technical competencies, educational credentials and previous experience in a comparable role are not necessarily predictors of success. Even seasoned administrators who accept new appointments tend to rely too heavily on what has worked in the past and are blindsided by what is different about the new environment.
Who would benefit?
- Newly appointed leaders (internal promotions)
- Leaders who are new to the organization (external hires)
- Senior-level individual contributors or staff members who are transitioning to leadership roles
- Leaders who have "derailed" in some aspect of performance
What level of executive most benefits from one-on-one coaching?
- CEOs
- Presidents
- Vice Presidents
- Provosts
- Deans
- Directors
- Executive Directors
- Other administrative leaders
What coaching tools and activities are utilized?
Coaching Tools
- Three hundred sixty degree assessment
- Leadership style inventories
- Conflict management inventory
- Customized feedback report
- Selected readings
- Action planning model
- Mentoring
- Leadership journaling
- Relevant studies regarding women and leadership roles
- Facilitated working sessions
Representative Learning Experiences
- Greater understanding of the changing leadership requirements and needs of the institution
- Understanding organizational culture and the impact on performance
- Greater understanding of style differences in the workplace and how to maximize strengths
- Increased interpersonal savvy
- Understanding problem prevention vs. crisis management
- Development of strategies related to advancement: "What's holding women back?"
- Building resiliency
- Learning how to balance work-life issues
- Increased accountability for changing behavior and sustaining successful behaviors over time
- Career renewal strategies at midlife
Related Articles:
"I am deeply grateful to have the opportunity to work with Barbara. I believe her coaching has equipped me with the skills to be a more effective leader; it has indeed been transformational. Her concept of 'participant observer' has helped transform how I behave in meetings and interact with colleagues. In fact, the changes have not gone unnoticed by my colleagues. One recently mentioned that it was 'inspiring.'" (System Vice President)
"Thank you for your coaching advice during a very difficult year. I am still here-and standing tall due to your expert advice and guidance" (Dean)
IMC Inc.