Headlines are filled with accusations casting blame for misfortune. An unfortunate and unintended consequence of leaders who place blame and fail to tolerate mistakes is that they create cultures that stifle experimentation, innovation, risk-taking and initiative.
Without the courage to take risks, few would achieve high levels of success. While most executives believe that risk-taking is good, they often communicate that failure is bad. This dichotomy confuses employees.
Deciding how, what method of coaching and who to engage as a coach can be challenging. Innolect’s NEW book, Leadership Coaching: The Fast Track to Effectiveness, answers questions and describes principles the Innolect coaching community uses to ensure their coaching partners make the most of their coaching investment.
Rather than thinking about a legacy as the last stage of a career, consider a legacy as the story that is being written each day of a leader’s working life. A leader’s daily contributions become the words, sentences, paragraphs and chapters of the legacy penned by their own hands.
Leaders thrive by bringing out the best in people. When individuals and teams feel appreciated, their commitment, creativity, and productivity can soar. Some leaders fear that being overly positive can also lead to poor performance if there is no room for criticism. Can you be too positive?
Consider some of the great communicators — Martin Luther King, Meg Whitman, Ronald Reagan, Suze Orman…those who inspire, influence and persuade. What do they have in common? They all possess at least one unique communication asset.