Managing a major promotion is second only to divorce in terms of life stress, according to research from HR consultancy DDI.
Failure to manage your step up the ladder could not only affect your morale and make you lose confidence in your abilities, but could cost the company if you're not able to take on the challenges your promotion requires.
What does it take to get ahead and how can a coach help ambitious employees reach this goal?
Guests
* Fernan Cepero, VP of Human Resources, YMCA of Greater Rochester, NY
* Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
* Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
* Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy
Summary
According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion” HR consultancy DDI concludes that “managing a major promotion is second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.
However the article notes that just one in three leaders indicated their company provides any type of support to help them make the mental shift required for a big promotion.
What strategies can people apply to successfully get promoted? And how can professionals manage the stress associated with promotions?
What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?
Our panel of experts address these questions and more.
According to the U.S. Census Bureau: In the 2004 Presidential election, there were 32 million people who reported that they were not registered to vote.
The top two reasons for not registering were being uninterested in politics or missing the registration deadline.
Of the 142 million people who reported that they were registered to vote, 16 million did not vote in the 2004 presidential election.
Of these registered nonvoters, reasons ranged from too busy or conflicting work or school schedules (20%); illness, disability or family emergency (15%); not interested or felt their vote would not make a difference (11%); and 10% did not like the candidates or the issues.
This year’s election is a critical time for our country, and many companies are encouraging their staff to get involved in the political process and vote.
* What are the benefits for promoting social responsibility within the workforce, such as getting employees to become more socially aware and informed?
* How are companies and coaches incorporating the value of political awareness and social responsibility into their practices?
Our panel of experts address these questions and more.
Coaching Leadership And Workforces During A Strike TranscriptTom Floyd
Today marks nearly four months since the highly publicized union strikes in Hollywood began on November 5th, when the Writers Guild of America and the Alliance of Motion Picture and television Producers couldn’t see eye-to-eye on New Media revenue, placing thousands in Hollywood out of work for several months.
This coming June, the Directors Guild of America also has its own contract up for negotiations and talks of another strike looming.
How can professional coaches help leadership and work forces during a strike?
What are the rules that come into play when a strike affects business as usual?
What lessons can other industries take away from the Hollywood strikes?
Guests
* David Brownstein, Founder, Hollywood Coaching
* Jonathan Handel, Entertainment Attorney, TroyGould
* Sherri Ziff Lester, Certified Life Coach, RockYourLifeCoaching
* Patric Verrone, President, Writers Guild of America, West
Summary
According to the Bureau of Labor Statistics, in 2007 there were 21 lockouts and strikes involving 1,000 or more workers. The largest major work stoppage in total days idle was between the Alliance of Motion Picture and Television Producers and the Writers Guild of America East and West, with 10,500 workers accounting for 409,500 lost workdays.
What questions did the Writers Guild strike raise for the entertainment industry?
And what were the leadership lessons learned from the strike?
Most importantly, how were coaches able to help during the Writer’s Guild Strike, and what role can coaching play within other strikes as well?
Our panel of experts answer these questions and more.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
Coaching Hispanic Latino Teams And Audiences TranscriptTom Floyd
American workplaces are increasingly diverse in race and culture. In particular, the Hispanic/Latino population - young, U.S.-born and educated, and primarily English speakers – have an entrepreneurial bent that is helping to fuel the U.S. economy, and are poised to bring about the next American social and cultural revolution.
In this program, we explore the growth of Hispanic/Latino audiences and look at how coaching helps to address a population that largely represents our country today.
We also discuss the key issues in coaching Hispanic/Latino teams in business.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
According to the U.S. Census Bureau: In the 2004 Presidential election, there were 32 million people who reported that they were not registered to vote.
The top two reasons for not registering were being uninterested in politics or missing the registration deadline.
Of the 142 million people who reported that they were registered to vote, 16 million did not vote in the 2004 presidential election.
Of these registered nonvoters, reasons ranged from too busy or conflicting work or school schedules (20%); illness, disability or family emergency (15%); not interested or felt their vote would not make a difference (11%); and 10% did not like the candidates or the issues.
This year’s election is a critical time for our country, and many companies are encouraging their staff to get involved in the political process and vote.
* What are the benefits for promoting social responsibility within the workforce, such as getting employees to become more socially aware and informed?
* How are companies and coaches incorporating the value of political awareness and social responsibility into their practices?
Our panel of experts address these questions and more.
Coaching Leadership And Workforces During A Strike TranscriptTom Floyd
Today marks nearly four months since the highly publicized union strikes in Hollywood began on November 5th, when the Writers Guild of America and the Alliance of Motion Picture and television Producers couldn’t see eye-to-eye on New Media revenue, placing thousands in Hollywood out of work for several months.
This coming June, the Directors Guild of America also has its own contract up for negotiations and talks of another strike looming.
How can professional coaches help leadership and work forces during a strike?
What are the rules that come into play when a strike affects business as usual?
What lessons can other industries take away from the Hollywood strikes?
Guests
* David Brownstein, Founder, Hollywood Coaching
* Jonathan Handel, Entertainment Attorney, TroyGould
* Sherri Ziff Lester, Certified Life Coach, RockYourLifeCoaching
* Patric Verrone, President, Writers Guild of America, West
Summary
According to the Bureau of Labor Statistics, in 2007 there were 21 lockouts and strikes involving 1,000 or more workers. The largest major work stoppage in total days idle was between the Alliance of Motion Picture and Television Producers and the Writers Guild of America East and West, with 10,500 workers accounting for 409,500 lost workdays.
What questions did the Writers Guild strike raise for the entertainment industry?
And what were the leadership lessons learned from the strike?
Most importantly, how were coaches able to help during the Writer’s Guild Strike, and what role can coaching play within other strikes as well?
Our panel of experts answer these questions and more.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
Coaching Hispanic Latino Teams And Audiences TranscriptTom Floyd
American workplaces are increasingly diverse in race and culture. In particular, the Hispanic/Latino population - young, U.S.-born and educated, and primarily English speakers – have an entrepreneurial bent that is helping to fuel the U.S. economy, and are poised to bring about the next American social and cultural revolution.
In this program, we explore the growth of Hispanic/Latino audiences and look at how coaching helps to address a population that largely represents our country today.
We also discuss the key issues in coaching Hispanic/Latino teams in business.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
This book is for the leader, manager, supervisor or coach who wants to fully develop his/her people while getting great business results. Included are specific word tracks and ideas that can be used to handle five different coaching situations including 1) reinforcing good behavior, 2) redirecting poor behavior, 3) addressing bad habits, 4) confronting poor performance, and 5) facilitating conflict resolution between employees. Also included are specific ideas for building three key coaching skills: 1) asking good coaching questions, 2) listening and communicating effectively, and 3) giving effective feedback. Readers will discover a wealth of ideas related to coaching’s basic tenet: growing people while getting great results.
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
Coaching others starts with knowing how to coach the best out of one's self.
As you rise in your career, you often need to adjust the behaviors and mental models that brought you initial success to fit your current role and business environment.
Failing to embrace new thinking can limit your success – and that of your employees.
In this show, guests Marshall Goldsmith, author of What Got You Here Won't Get You There:How Successful People Become Even More Successful, and Dr. Pam Brill, Linkage Senior Vice President of Learning Solutions, discuss the leadership techniques that can drive real behavioral change in yourself and others to achieve lasting results.
Guests
* Marshall Goldsmith, Marshall Goldsmith Partners, LLC
* Dr. Pam Brill, Sr. VP of Learning Solutions, Linkage
Summary
Continuing our on-going conversation of what it takes to be successful as a leader in today’s corporate world, Marshall and Pam discuss topics ranging from what it takes to get into “the zone” to the benefits of peer coaching, and also includes a dialogue about the twenty habits leaders should avoid as they rise to the top.
Joanne Love Elite Performance ManagementJoanne Love
With Leadership Coach and trained psychologist Joanne Love, learn to lead people to achieve greater success. Use those skills to influence those around you for better results and to reach your organisation’s goals.
Joanne’s strength in helping people develop leadership skills has been proven in demanding situations of all kinds. For decades she has led Australia’s elite athletes, coaches, and teams to success. Applying her understanding of how leading athletes tick, Joanne helps sports coaches, retail managers and C-Suite management to:
- Use leadership influence to set direction
- Build and lead teams that work well together
- Build excellent relationships with staff
Understand what drives people, engage your leadership skills, and learn to transform individual and team behaviour with Joanne Love.
Local professionals join together to present Become Employable Seminars to help jobless individuals cope with their unique situation and prepare for their future careers.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
On this show, Tom facilitates conversations with leaders who have successfully implemented coaching programs as part of corporate talent management strategies.
Guests
* Guenet Beshah, VP Executive Coaching, Capital One
* Allan Polak, Principal, ALP Consulting
* Steve Dwyer, Sr. VP Leadership Development, Alltel Corp.
Summary
According to a recent survey, executive coaching is listed as one of the top 5 most prevalent learning methods within an organization, with 55% of corporations utilizing external executive coaching as a learning methodology.
The executives on the show provide first-hand knowledge and
proven strategies to identify potential champions, use coaching to improve performance, and create a holistic coaching approach to grow and develop employees.
Fortune 1000 leaders on the show discuss a wide range of personal experiences, from persuading stakeholders on the value of having a coaching program to avoiding perceptions of coaching as a “fix it” solution.
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary. Senior executives often think about a overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performing culture, as well as inspiring and engaging employees. Given the rapid rate of disruption and emerging competitors in sectors previously protected by patents and high entry costs, developing leadership for this unpredictable environment is not only required - it is essential for survival
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
This book is for the leader, manager, supervisor or coach who wants to fully develop his/her people while getting great business results. Included are specific word tracks and ideas that can be used to handle five different coaching situations including 1) reinforcing good behavior, 2) redirecting poor behavior, 3) addressing bad habits, 4) confronting poor performance, and 5) facilitating conflict resolution between employees. Also included are specific ideas for building three key coaching skills: 1) asking good coaching questions, 2) listening and communicating effectively, and 3) giving effective feedback. Readers will discover a wealth of ideas related to coaching’s basic tenet: growing people while getting great results.
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
Coaching others starts with knowing how to coach the best out of one's self.
As you rise in your career, you often need to adjust the behaviors and mental models that brought you initial success to fit your current role and business environment.
Failing to embrace new thinking can limit your success – and that of your employees.
In this show, guests Marshall Goldsmith, author of What Got You Here Won't Get You There:How Successful People Become Even More Successful, and Dr. Pam Brill, Linkage Senior Vice President of Learning Solutions, discuss the leadership techniques that can drive real behavioral change in yourself and others to achieve lasting results.
Guests
* Marshall Goldsmith, Marshall Goldsmith Partners, LLC
* Dr. Pam Brill, Sr. VP of Learning Solutions, Linkage
Summary
Continuing our on-going conversation of what it takes to be successful as a leader in today’s corporate world, Marshall and Pam discuss topics ranging from what it takes to get into “the zone” to the benefits of peer coaching, and also includes a dialogue about the twenty habits leaders should avoid as they rise to the top.
Joanne Love Elite Performance ManagementJoanne Love
With Leadership Coach and trained psychologist Joanne Love, learn to lead people to achieve greater success. Use those skills to influence those around you for better results and to reach your organisation’s goals.
Joanne’s strength in helping people develop leadership skills has been proven in demanding situations of all kinds. For decades she has led Australia’s elite athletes, coaches, and teams to success. Applying her understanding of how leading athletes tick, Joanne helps sports coaches, retail managers and C-Suite management to:
- Use leadership influence to set direction
- Build and lead teams that work well together
- Build excellent relationships with staff
Understand what drives people, engage your leadership skills, and learn to transform individual and team behaviour with Joanne Love.
Local professionals join together to present Become Employable Seminars to help jobless individuals cope with their unique situation and prepare for their future careers.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
On this show, Tom facilitates conversations with leaders who have successfully implemented coaching programs as part of corporate talent management strategies.
Guests
* Guenet Beshah, VP Executive Coaching, Capital One
* Allan Polak, Principal, ALP Consulting
* Steve Dwyer, Sr. VP Leadership Development, Alltel Corp.
Summary
According to a recent survey, executive coaching is listed as one of the top 5 most prevalent learning methods within an organization, with 55% of corporations utilizing external executive coaching as a learning methodology.
The executives on the show provide first-hand knowledge and
proven strategies to identify potential champions, use coaching to improve performance, and create a holistic coaching approach to grow and develop employees.
Fortune 1000 leaders on the show discuss a wide range of personal experiences, from persuading stakeholders on the value of having a coaching program to avoiding perceptions of coaching as a “fix it” solution.
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary. Senior executives often think about a overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performing culture, as well as inspiring and engaging employees. Given the rapid rate of disruption and emerging competitors in sectors previously protected by patents and high entry costs, developing leadership for this unpredictable environment is not only required - it is essential for survival
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Generation X Moving Into Management TranscriptTom Floyd
How can companies harness the independence of this diverse generation to fill increasing leadership gaps within their organizations?
Experts discuss the impact of professional coaching on developing the management, planning, and business skills of these future leaders.
Guests
* Amy Hirsh Robinson, Founder and Principal, The Interchange Group
* Cheryl Palmer, M.Ed, Founder, Call to Career
* Misti Burmeister, Founder/CEO, Inspirion Inc.
Summary
This show examines a dynamic and increasingly influential generation in today’s workforce: Generation X.
Typically characterized by their independence, resilience, and direct communication style, many Gen Xers bring a collaborative, open approach to the workplace that weighs the need to “get the job done” with overall work life balance.
But how do these characteristics play out in the workplace?
And why do many Gen Xers feel trapped beneath a “Gray Ceiling” that prevents them from moving up?
Our guests answer these questions as well as provide expert commentary on the role coaching can play in developing Gen Xers as managers while bridging intergenerational gaps between members of this independent generation and their Baby Boomer and Millenial colleagues.
Millenials Newcomers To The Workplace TranscriptTom Floyd
Technologically savvy, eager – and almost as large as the Baby Boomer population - Millenials are graduating from universities and entering the workforce in mass numbers.
However, most are also unfamiliar with the requirements and expectations of corporate life.
This program discusses how professional coaching can assist these workers in their transition to the workplace and effectively harness their ambitions and skills.
Guests
* Annika Hylmo, Coach and Consultant, The Interchange Group
* Bea Fields, President, Five Star Leader Coaching and Training
* Misti Burmeister, Founder/CEO, Inspirion Inc.
* Shweta Khare, Founder and President, Career Bright Career Coaching Services
Summary
Generation Y members seek both purpose and meaning in the work they do. Parents of Millenial children taught them to aim high and that anything was possible. The result has been a highly educated, ambitious, and competitive emerging generation in today’s workforce.
However, Millenials have been micromanaged since childhood and often struggle establishing themselves in meaningful or lasting careers.
Our guests discuss how coaching can help Millenials align their ambition with their potential.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Disasters like 9/11, Hurricane Katrina and the Minneapolis bridge collapse in August, force first responders, investigators, law enforcement, community and corporate leaders to work together in ways they never would day-to-day.
Effective leadership is the hallmark of a successful response to a crisis. But it also requires exceptional levels of organization, communication, cooperation and commitment by everyone involved.
How can coaching help companies, community groups and public agencies ensure that their people will be ready to take action when the worst happens?
Guests
* Len Biegel, General Counsel of the Biegel Group
* Dr. John Harrald, George Washington Institute for Crisis Disaster
* Myra Jolivet, Chief Communication and Marketing Officer for the American Red Cross of Greater Los Angeles
* Larry Smith, Coach and President of the Institute for Crisis Management
Summary
Last year, nearly a million volunteers of the American Red Cross and its 35,000 employees helped victims of almost 75,000 disasters and taught lifesaving skills to millions. From sudden crises including natural disasters and explosions to smoldering crises like class action lawsuits that can paralyze an organization, these catastrophes have a significant impact on the lives of those affected.
An October 2007 YouGov survey found world events and crises left 56% of people surveyed feeling powerless, 50% of people surveyed feeling angry, 35% of people surveyed feeling anxious and 26% of people surveyed feeling depressed.
Are today’s corporations and small to medium sized businesses prepared to handle a crisis when it occurs?
And how are coaches who specialize in crisis prevention and response working with organizations to prepare and guide leaders through these catastrophic events?
Our panel of experts address these questions and more.
Coaching Toward Multi Cultural Selling TranscriptTom Floyd
Your company has a multicultural marketing strategy, but how knowledgeable – and adaptive – is your sales team to the needs of your target customer groups?
In this program, we hear from coaches who are experts in multicultural marketing and how they help organizations build winning multi-cultural sales strategies, and how they help sales teams to develop winning strategies with diverse cultural groups.
Guests
* Jeff McFarland, Executive Director of Multicultural Marketing, Verizon
* Earl Honeycutt, Professor of Marketing and Sales Management, Elon University
* Michael Soon Lee, President, EthnoConnect
* Shelley Willingham-Hinton, Founder & President, National Organization for Diversity in Sales and Marketing
Summary
The National Organization for Diversity in Sales and Marketing (NODSM) defines multicultural as women, African-Americans, Hispanics/Latinos, Asian Americans, Indians, People with Disabilities, the LGBT community, multicultural youth, those with diverse religious beliefs, and Baby Boomers. However NODSM points out that multicultural is more than ethnicity and race – it’s a state of mind,
lifestyle, and perception.
According to the Association of National Advertisers (ANA), multicultural markets have not only grown, they have become increasingly complex. To align with this trend, successful organizations have taken multicultural marketing beyond creating and promoting a single, standard message to a specific group, such as African Americans or the LGBT community.
How have consultants, coaches, and other outside experts helped corporations develop strategies targeted at these various groups?
What are the challenges in implementing them, and how are coaches helping marketing and sales leaders overcome them?
Our guests address these questions and more.
Coaching Lgbt Professionals In The Workplace TranscriptTom Floyd
In 31 states, you can be fired for being gay. In the states where you cannot be fired for being gay, states came up with new legislation making it illegal to fire someone based on sexual orientation.
In this program, our guests discuss how politics and business intersect on this issue.
Our panel discusses the challenges LGBT professionals are facing in the workplace, and types of issues coaches can help address to ensure sexual orientation isn’t a factor in forging a successful career.
Guests
* Selisse Berry, Executive Director, Out and Equal
* Daryl Herrschaft, Director, HRC Workplace Project, Human Rights Campaign Foundation
* Kate Karasmeighan, Chief of Staff, Director of Affiliate Relations, National Gay and Lesbian Chamber of Commerce
* David Stocum, Coach and Owner, Great Lives Coaching
Summary
In the June 22nd 2007 issue of CondeNaste magazine Portfolio, author David Koeppel writes “The Lesbian Gay Bisexual Transgender (LGBT) community has huge buying power and a large disposable income. Companies realize that portraying a gay friendly workplace and marketplace go hand-in hand.”
However within many organizations LGBT professionals continue to experience anxiety, fear, stress, and even harassment at work.
According to Echelon magazine, issues impacting LGBT professionals range from fear in being fired based on their sexual orientation or gender identity to stress in discussing personal relationships and including same sex partners at workplace events.
Can LGBT professionals survive “coming out at work?
Does advocating and supporting a gay friendly workplace have an impact on both company and individual performance?
Our panel of experts answer these questions and more.
A new study sponsored by The Entrepreneur’s Source finds 5 universal reasons why businesses fail no matter what their size. They are:
* Poor financial management
* Mismanagement of human capital
* Pursuit of projects that are incompatible with resources and capabilities
* Underperforming sales people
* Lack of communications leadership.
On this show Tom interviews guests who have successfully guided entrepreneurs in the past, focusing on how coaches can help entrepreneurs overcome their blind spots, see the big picture and improve their overall performance.
Guests
* Andrea Garfield, Entrepreneur, Advisor, and Coach
* Patricia Kelly, President and CEO, Limerick
* Terry Powell, Founder and CEO, The Entrepreneur Source
* Paul Williams, Strategist, Business Consultant, and Coach
Summary
A 2004 report by the Small Business Administration (SBA) on Entrepreneurship in the 21st Century found that small businesses will play a major role in shaping this century’s economic landscape. However, according to a 2005 report from the US Bureau of Labor Statistics, 45%
of new independent business ventures fail within two years of opening.
Many of us have dreams of running our own businesses and taking more control of our destinies – but what does it take to be successful?
And how can coaches who specialize in entrepreneurial development and growth help us realize our dreams?
Our guests discuss how coaches can guide entrepreneurs in both running their businesses and dealing with the challenges that come up along the way.
How can coaching keep teams strong during the absence of an armed forces member in wartime?
When the serviceman or woman returns from overseas deployment, how can coaching help the individual and the organization adapt to the changes and remain successful?
How are the armed forces using coaching? Do they use it for generals and other military leaders?
How is this different than business coaching?
What lessons can the business world take from this?
Guests
* Richard Halbrook, Executive Vice President of Administration, Dollar Thrifty Automotive Group Inc.
* Richard Strozzi-Heckler, Founder, Strozzi Institute, Author
* John O'Connor, President, Career Pro Inc.
* Bill Offutt, Veterans' Employment & Training Service Special Assistant, U.S. Department of Labor.
Summary
According to the United States Army, there are currently 189,000 people in the Army Reserve who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict. However in serving their country, the departure of an employee in the reserves can have a significant impact on both the individual and their employer.
Legislation like the Uniformed Services Employment and Reemployment Rights Act ensure that members of the uniformed services are returned to their civilian employment upon completion of their service at the same seniority, status, and rate of pay before they left.
How then, according to the September 2006 issue of Inc. Magazine, did over 3,845 complaints arise in 2006 from reservists related to returning to work, pay rates, or allegations of discrimination?
Our panel of experts address these scenarios, and discuss how coaches are working with reservists to ease them back into the working world.
Additionally, guests explain how somatic coaching in particular can be helpful in developing leadership abilities in both the armed forces and the workplace, as well as how serving in the armed forces can foster valuable experience and skills in employees that can benefit their organizations back at the office.
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
Coaching For African American Audiences And Teams TranscriptTom Floyd
African Americans have had major influence on societal/cultural trends and business innovations, yet this group remains largely underrepresented in the corporate world.
The group makes up just a small fraction of Fortune 500 company leadership, major college campus populations, and business school graduates.
How can coaching help companies find, attract and retain African American talent?
What issues are important for coaching African American business teams or marketing to African American audiences?
Guests
* Dr. Joel Freeman, President, Freeman Institute
* Patricia Harris, Vice President, McDonald's USA
* Pat Perkins, CEO, Exodus Coaching, Inc.
* Pat Thomas, Founder, Thomas Coaching Company, Inc.
Summary
According to the U.S. Census Bureau, as of July 1st, 2006, the estimated population of African Americans in the United States is 40.2 million, making up 13.4 percent of the total U.S. population.
However when looking across the business landscape, many experts note that African Americans still remain largely underrepresented in the corporate world.
In 2006, the Executive Leadership Council (ELC), a professional network for senior-level African American executives, found that 32% of the top 500 publicly traded companies do not have African American board directors and 68% have at least one.
Why is this group under-represented within Corporate America today?
And how are coaches who specialize in working with African American audiences and teams helping to cultivate and grow leaders within this group?
Our panel of experts address these questions and more.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
1. (
Insight on Coaching
Coaching for a Promotion Transcript
Prepared for: Prepared by:
Insight Educational Consulting Ubiqus Reporting
(IEC)
2. Time Speaker Transcript
0:24 Tom Floyd Hello everyone and welcome to Insight on Coaching.
Insight on Coaching explores the many facets, flavors and sides of the emerging
professional coaching field.
I'm Tom Floyd, I'm the CEO of Insight Educational Consulting and your host for
today's show.
This week our topic is Coaching for a Promotion.
We'll talk about the stresses of managing a promotion. We'll provide a big picture
overview of how to go about getting a promotion. We'll talk about some of the
challenges that can arise before, during and after a promotion.
And of course we'll talk about the work that professional coaches are doing in guiding
individuals during and after a promotion.
With me today to explore this topic are four guests. Let me give you a quick
overview of who we have with us today.
Our first guest, Fernan Cepero, is a recipient of the 2007 Future HR Leader Awards
by Human Capital Magazine and is a thought leader in the area of human resources,
empowerment and organizational development.
Fernan serves as vice president of human resources for the YMCA of Greater
Rochester and is a member of the Society for Human Resource Management
(SHRM) Organizational Development Special Expertise Panel.
He is on the faculty of several of colleges including Roberts Wesleyan College,
Monroe Community College and the University of Phoenix.
He’s also authored a chapter in Linkage, Inc.’s quot;Best Practices in Organization &
Human Resources Development Handbook”, which provides a high-level, detailed
look on Xerox’s Empowered Work Groups Initiative.
Welcome to the show Fernan.
1:49 Fernan Cepero Thank you. Glad to be here.
1:50 Tom Floyd Our next guest, Jane Cranston, is the managing director and owner of Executive
Coach NY.
As an executive and career coach, Jane works with success-driven executives and
professionals who want to take their careers to the next level, earning a better title,
more money, plum assignments and increased recognition.
Jane brings to her coaching over 20 years of senior corporate experience and
training as an educator and as a psychotherapist.
Jane started her first career in the fashion and retail world which she spent eight
years holding several managerial and executive positions for such companies such
as Liz Claiborne and Banana Republic.
Jane is the author of many articles on workplace issues and job search skills. She
has been cited in Newsday and has appeared on CNN.
2
|
Confidential May 14, 2008
Page 2
Coaching for a Promotion Transcript
3. Time Speaker Transcript
Welcome to the show, Jane.
2:33 Jane Cranston Thank you. My pleasure.
2:35 Tom Floyd I just realized Jane I got your company name wrong. Executive Coach New York,
correct?
2:38 Jane Cranston No. Executive Coach NY, you were right.
2:41 Tom Floyd NY? I was correct.
2:43 Jane Cranston You were.
2:44 Tom Floyd Well it's Monday morning and I'm still having my coffee here. So that's my excuse for
it and I'm sticking to it!
Well our third guest, Anne Loehr, has been coaching entrepreneurs, corporate
leaders, and individuals for more than 20 years in the process of moving to the next
level of sustainable success.
A partner with Riverstone Endeavors, LLC, an organizational-development firm in
Washington, D.C., Anne specializes in the hospitality industry, partnering with clients
such as The Away Network, OARS, International Hotel Marketing Services, The
Nature Conservancy, and Carlson Destination Marketing Services.
Anne recently co-authored “A Manager’s Guide to Coaching: Simple and Effective
Ways to Get the Best out of Your Employees” published by the American
Management Association and now available on Amazon.
She also has written monthly business columns for national publications such as
Travel News and the Washington Business Journal.
Welcome to the show, Anne.
3:38 Anne Loehr Thank you so much.
3
|
Confidential May 14, 2008
Page 3
Coaching for a Promotion Transcript
4. Time Speaker Transcript
3:40 Tom Floyd And last, but not least our fourth guest, Susan Whitcomb, brings over 20 years of
experience to the table when it comes to landing a new job or a promotion.
She trains executive leadership and career coaches through her organizations, the
Leadership Coach Academy and the Career Coach Academy.
Susan is also the author of six careers books, including 30-Day Job Promotion: Build
a Powerful Promotion Plan in a Month and the best-selling quot;Magic Seriesquot; published
by JIST, including Interview Magic, Resume Magic and award-winning Job Search
Magic.
She has been a careers columnist and featured chat guest for Monster.com and
America Online and, as an industry expert, has been cited in U.S. News & World
Report, CBS Marketwatch.com, the Dow Jones' National Business Employment
Weekly, and numerous national publications.
Susan is also the author of a 400-page career coaching reference accompanying the
Certified Career Management Coach program offered through Career Coach
Academy.
Welcome to the show, Susan.
4:37 Susan Thank you Tom.
Whitcomb
4:39 Tom Floyd Well as we do with each show, I'd like to begin by sharing some data that our
research team pulled together to set the stage.
Now according to an April 17th, 2007 article in Personnel Today Magazine
titled “Manage a Major Promotion” HR consultancy DDI (Development
Dimensions International) concludes that “Managing a major promotion is
second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are
going through a promotion, you need to anticipate this stress. Your
organization should help you cope with the changes in your new role,
with minimum disruption.
DDI found that one-fifth of first-line and senior-level leaders struggle to
adjust to getting work done through others.
According to DDI's survey, just one in three leaders says their company
provides little or very poor support to help them make the mental shift
required for a big promotion
Susan, I would like to kick off our show with you today.
Really just a big picture question about some of the data from DDI.
Is this article true?
Is managing a promotion second only to divorce in terms of life stress in your
opinion?
4
|
Confidential May 14, 2008
Page 4
Coaching for a Promotion Transcript
5. Time Speaker Transcript
5:59 Susan I think you'll probably get different responses from different people on that.
Whitcomb
I think that because we spend so much time in the workplace that yes, those things
that are happening in the workplace are going to be very stressful for us or for the
people that are getting promoted.
I think a lot of it has to do with the culture of the organization.
There are some cultures that are very aware of the support that's needed for the
person that's being promoted. But by and large, my experience has been that you
are sort of hung out by yourself and expected to figure out all of these new skills and
abilities that are required for a successful promotion on your own.
I think it's really up to the individual being promoted to be really proactive and to look
for mentors. A
nd to really open up the lines of communication with their manager about what the
expectations are because there are a lot of expectations but they're not spoken in
many cases.
7:01 Tom Floyd So it sounds like the stress isn't just before they get the promotion or wondering if
they're going to get the promotion.
It's actually after they've gotten the promotion the stress is actually continuing?
7:12 Susan Yeah, I think so. Now you've got to deliver big time.
Whitcomb
In many cases, people that have been promoted have been promoted because
they've been these great individual contributors who have really managed to get
things done on their own strengths. It's sort of the Lone Ranger in some cases.
When they get promoted into, let's say, a Director or V.P. role all of a sudden their
individual contributing skills are not the most important thing.
Now the most important thing is that they have to be able to pull a team together and
get much more done through all of these people.
So if they haven't really been honing management skills and team development skills
along the way, they can really find themselves in this almost identity crisis in terms of
who am I and how to do I get things done.
As well as just the reality of the pressures of bringing in the business or meeting the
deadlines.
5
|
Confidential May 14, 2008
Page 5
Coaching for a Promotion Transcript
6. Time Speaker Transcript
8:10 Tom Floyd It's almost like they're finding out some of the skills that served them really well when
they were individual contributors, suddenly they're promoted and there's a whole
different set of skills that are required.
Suddenly, if it's managing people or something like that, it might be unfamiliar
territory for them.
8:25 Susan Absolutely. Yeah.
Whitcomb
8:27 Tom Floyd Okay. Well big picture question. This is definitely a big picture umbrella type of
question but in your opinion as well, in today's environment what does it take to get
ahead in the corporate world?
Is it certain actions, is it certain traits, is it certain personality types?
8:46 Susan That's a broad question. If I had to pick a couple of things, I would say it really takes
Whitcomb the sense that you are the one that's in charge and not expecting that HR is going to
do it, your coach is going to do it or your manager is going to do it for you.
You really have to be the one that takes hold of the reigns and says “this is where I
want to go.”
And have a vision of what you want the future to look like.
Then be able to communicate that to your managers and to the powers that be.
So I think really having that individualistic, I'm in charge of my life, internal locus of
control sometimes they are referred to. So that's one piece.
I think another piece that's really important, especially the higher up you go in the
organization, is to really start looking broadly at the global organization and how you
fit into all of those cogs. Not making it just about me and my personal agenda.
But making it about the corporate agenda and what's going to be best overall for the
organization.
Part of that is really reaching out to the other department heads. Having that intra-
network. A lot of people think about networking and they think about externally from
the organization. But internally making sure that you have good solid relationships
with the VP of Finance, the VP of Operations and the VP of Marketing, if indeed
you're getting promoted into that sort of a role in a different discipline.
So really looking out beyond yourself and taking the time to reach out and do that,
which is challenging because the expectations are so high and you get so sucked
into trying to make things work and deliver the results that sometimes the network
suffers as a result of that.
6
|
Confidential May 14, 2008
Page 6
Coaching for a Promotion Transcript
7. Time Speaker Transcript
10:39 Tom Floyd So it sounds like, just to summarize, it's several things in terms of what it's taking to
get ahead.
It's being proactive.
It's also making sure that the person is kind of seeing the big picture overview within
the company. And seeing how they can fit in and add value to the overall
organization as a whole.
It also sounds like just being able to really connect with people and building
relationships. Whether it's with other Vice Presidents in the company or people in
other departments, if there is a specific department that you're targeting.
Things like that.
11:10 Susan Absolutely. I think you hit the nail on the head when you mentioned the value and
Whitcomb then the relationship piece.
And always looking at all of those people that you're interacting with in terms of
what's in it for them, what's really going to be a value for them in terms of us having a
really strong working relationship.
11:26 Tom Floyd Okay, got it.
Another question, what are the typical motivators for someone to want to get a
promotion today?
Are they necessarily the same motivators as they were ten years ago?
7
|
Confidential May 14, 2008
Page 7
Coaching for a Promotion Transcript
8. Time Speaker Transcript
11:41 Susan I don't know that I have data on something like that. I can speak from experiences.
Whitcomb
It seems that most people sometimes approach a promotion because they think, I
need more money, and that's certainly the case with economic times.
I need more money is often the first motivator.
I think the other motivator that is sometimes there is sort of this ego piece. I have an
ego and I want to be growing my career. So there's that aspect of it.
I think the thing that's probably going to be the most valid, I don't know if valid is the
right word I'm looking for, but the most impressive to the people that are going to
promote you in terms of the motivators is what I call the “itch.”
The “itch” is really just that sort of innate, human desire that all of us have to grow
and stretch and continue to do something new and bigger. Because if not, we start
getting stagnant and getting frustrated.
I think if the powers that be, those people who can have the ability to promote you,
see that the reason you want to keep moving up is not just a monetary thing and not
just an ego thing. Instead, it kind of encompasses all of those, and especially with
the “itch,” that they're going to feel a lot more comfortable about your motives for
wanting to get promoted.
I think those three all play together, with “itch” being awfully important.
13:13 Tom Floyd I really like the way you described that.
13:14 Anne Loehr Tom, this is Anne.
13:16 Tom Floyd ...as an “itch.” It almost sounds like that motivation definitely has a lot to do with that,
too.
That motivation to grow and that motivation to succeed.
So I really like that term.
I'm definitely going to remember that. Jane I'd like to turn to you—
13:29 Susan I think Anne had a comment. Ann did you have something?
Whitcomb
8
|
Confidential May 14, 2008
Page 8
Coaching for a Promotion Transcript
9. Time Speaker Transcript
13:31 Anne Loehr Yeah. Tom, this is Anne. I just had a quick one.
I don't have any data with me either but all the research that I've been seeing and
actually seeing it in organizations.
People are really looking for now in terms of Generation Y and the Millennials is what
Susan was saying about the “itch.”
Their number one reason right now to be promoted is they want to be developed.
So they don't really care so much about the money, although Susan did say it's very
important in today's economic times.
But for them, especially Generation Y, it is about development and about growing.
So we're going to see that more and more as the Generation Y is becoming 30 and
40, and there's going to start to be a clash of that soon.
But for people who are managing the Generation Ys and the Millennials, that is really
what they're going to be looking for.
14:17 Tom Floyd So that actually is a question that I was going to ask later in the show. Because it
constantly amazes me how much generational issues come into many of the
conversations that we have on this particular show.
Would you say then that the motivators for Generation X, for example, or Baby
Boomers, tend to slightly be different?
Are they as developmental focused or do they kind of come back more to money and
ego and things like that?
14:43 Anne Loehr This is Anne again. I would say exactly as you said, Generation Y is the first
generation that we're seeing that is really more focused on being developed, learning
new things, growing.
They have no problems with switching jobs after a year and a half or two years
because it's going to give them the opportunity to grow.
Whereas Baby Boomers and even Generation X, are a bit more linear.
They're not necessarily after the money, but they are much more in terms of they
want to make a difference, they want to grow perhaps within their family, within their
community and make a difference that way.
9
|
Confidential May 14, 2008
Page 9
Coaching for a Promotion Transcript
10. Time Speaker Transcript
15:16 Tom Floyd Interesting. Have you found in your experience, does Generation Y, because this
topic is related to Gen Y and the Millennials have come up as well, do you tend to
find that they have unrealistic expectations about getting promotions at all?
So perhaps getting them very quickly after they've been there for six months or
anything like that?
Does that come up or show up at all?
15:40 Anne Loehr I think it depends on how you define expectations and unrealistic expectations.
For a Baby Boomer it is unrealistic to think that they're going to get a promotion in
two years.
But for Millennials and for Generation Y, they don't see it as unrealistic.
They think “I've got the capabilities. I can do it, why can't I get promoted?”
And that's where the conflict is happening.
15:59 Tom Floyd And what are some of the best ways to manage that conflict particularly around a
promotion?
16:05 Anne Loehr There's a number of ways to do it.
As Susan was saying, managing expectations is very important, assuming that it's a
Baby Boomer who is the manager at this point managing a young Millennial or a
Generation Y, it's managing expectations.
It's allowing them to grow but also being realistic of here's where you can go. “We're
going to allow you to grow this much. You can grow here and here and here and this
is the agenda that you're going to be using to do it.”
Just letting them know ahead, this is the way it is. If you want it, great, we want to
work with you. And if you don't want it, then let's figure out something else.
16:39 Tom Floyd Okay. Jane, I'd like to turn to you next.
Now just in general, we've already talked about this a bit in terms of people who are
motivated really have that passion to want to grow.
But anything you would add in terms of the characteristics that employers look for in
promotable people, so to speak?
10
|
Confidential May 14, 2008
Page 10
Coaching for a Promotion Transcript
11. Time Speaker Transcript
16:58 Jane Cranston I think there are a number of things.
I think that being smart and I'm talking about street smart, book smart, work smart.
This is a world that demands that people have a high intelligence level. Partially
because there are so many changes going on.
So are you intellectually flexible as well as flexible in your attitudes towards things so
when we put you in a department?
Because when we're talking about a promotion, we're not necessarily saying that
you're being promoted in a linear way.
You could be moved to a completely different area. And suddenly, can you pick up
the basics of that area very quickly?
17:45 Tom Floyd So it sounds like adaptability to change is certainly something that would jump out to
folks, to people?
17:49 Jane Cranston Yes. And I think that's a big issue today.
We all talk about change but most people hate change.
They like change in other people but they don't really want to change.
But there are people out there who are quite good at it and really generate that kind
of energy that says “yes, I am willing to change. I will go into an organization maybe
where I don't know absolutely everything and I will lead people who know more than I
do in certain areas.”
18:19 Tom Floyd With my change management hat on, I'm definitely smiling.
It's interesting the ability to accept change and kind of evolve with it also comes up a
lot.
Actually, I had a conversation once with Carolyn Kepcher when she was still on The
Apprentice.
One of the questions that I asked her is “the folks that won The Apprentice -what are
the traits that they had? Do you notice certain consistencies?”
And her response was that honestly the people that do well on the show The
Apprentice, are those who can quickly change and can adapt very quickly and on the
fly.
They're leaders but they know how to be a part of a team as well.
They can take all of those different changes and things coming at them.
So it's interesting how that comes up.
11
|
Confidential May 14, 2008
Page 11
Coaching for a Promotion Transcript
12. Time Speaker Transcript
19:00 Jane Cranston So they didn't care what the assignment was.
They figured they'd do well no matter what, whether it was selling flowers or doing an
event or whatever.
They always performed well because they didn't get bogged down in the details of
the assignment.
They looked at the big picture, which is, “I have to win this.”
19:18 Tom Floyd Exactly.
And they kept their mind and their focus on the prize, so to speak.
Another question for you and this is one that I get asked a lot in my professional life
and my personal life by friends and colleagues.
Should people feel comfortable promoting themselves in terms of highlighting why
they feel they should be promoted?
19:40 Jane Cranston I think you have to promote yourself.
I don't think this is creating a banner and putting it on your office door.
But I think there's a certain amount of promotion that has to be done.
Really what I talk with my coaching clients about is that your signature has to be on
everything you do. I'm saying that people would know, when they heard a
presentation being done.
Regardless of who the person is that's actually saying it, they'd say “wait a minute,
that's Bill's work. I know that's Bill's work and getting credit for it.”
So I think there's a big part of that.
The other place where I think people really down play themselves is formal
performance evaluations.
I see clients who don't write them, write them at the last minute and don't take the
time to sit down and say “wait a minute, what did I do for this organization in the last
year?”
Dollarize it, quantify it so that in fact somebody can say “wow, he or she really did
contribute this year.”
I think that's how you self promote.
12
|
Confidential May 14, 2008
Page 12
Coaching for a Promotion Transcript
13. Time Speaker Transcript
20:45 Tom Floyd Interesting. In some of the performance management work that our company does,
you will also see some situations where somebody particularly folks from Generation
Y will rank themselves really high on their assessment but they can't provide
examples.
So it's “I'm off the chart in all these areas. Perfect in every single skill, so much that I
should be the CEO” - but no examples.
Do you ever see that, too?
21:10 Jane Cranston Yes. I have seen that, it's a type. I don't think it's specific to a generation.
But there is a generation who were told they were wonderful at everything they did
from the day they went to preschool all the way through.
That's not the way the world is. We all could be better at things. So I think there's a
balance.
Also I think you have to look at cultures. I work with certain organizations where self-
promotion is seen as a very negative thing, you're seen as not a team player if you
do that.
So that has to be a little different.
There are other places where you really have to be pretty overt about it otherwise
you will get lost in the shuffle.
21:54 Tom Floyd Okay. Got it.
Fernan, I'd like to go ahead and loop you in the conversation.
What are your thoughts so far? Anything that you would add?
13
|
Confidential May 14, 2008
Page 13
Coaching for a Promotion Transcript
14. Time Speaker Transcript
22:01 Fernan Cepero Yes. I would with respect to self-promotion.
One of the things that I speak with my employees with when they come to me as far
as “I want to get promoted,” is I talk to them in terms of think outside of the box.
Because I see the typical list of this is where I worked. Then I go back to them and
say what did you do or what were your accomplishments, what were your
contributions?
What I find quite often is that most people don't stop to think about what they did to
contribute.
They want to talk about where they worked as an event and they're hoping that leads
them to a promotion. I have them talk to about what is it that you did that contributed
to the success or the organization of the department that you worked in.
I also talked to them about what is your plan should you get the promotion? What's
going to happen in the 30, 60, 90 days after that?
I do that because many people are expending their energies for the promotion event.
Then the promotion happens and “oh gosh, what do I do from this point on?”
So I have them think about what you're going to do if you get the promotion.
You would use that in your interview for a potential promotion or as you're marketing
yourself to another organization or to another department.
You need to think beyond the event of the promotion itself.
I think many people that I have talked to are stuck in “I have to work towards the
promotion,” but are not thinking beyond that.
23:37 Tom Floyd It sounds like it's quantifying it. “This is exactly what I've done,” back to that piece.
But also it's really having that vision and sort of saying, “okay, this is what I will do
when I do advance to this position, X, Y and Z.”
23:50 Fernan Cepero Absolutely, absolutely.
It's about having the vision and asking yourself what's fulfilling to me.
“How am I going to utilize my skills, competencies and attributes for that next
assignment?”
“How am I going to bring that forward should I land in that particular seat?”
14
|
Confidential May 14, 2008
Page 14
Coaching for a Promotion Transcript
15. Time Speaker Transcript
24:07 Tom Floyd Well another big picture question. It's actually one that somebody, a friend of mine in
my personal life, said “make sure you ask this question.”
I don't know the answer to this question. It's somebody who is actually in their job
search right now and kind of struggling with some of the things going on in the
economy right now.
The question really is, in your opinion is this year's economy and pretty much
recession I think in the mind of a lot of people, is that going to have an impact on
promotions and other advancement opportunities in the workplace, in your opinion?
24:41 Jane Cranston This is Jane. I would say not is it going to, it is having an impact.
Jobs are being eliminated.
I'm in New York City where Wall Street has been hit very, very hard.
The jobs have not only been eliminated but people are not being replaced.
So you don't get a promotion but you get more work.
25:02 Anne Loehr This is Anne. What I would say to that is that I agree with what Jane said.
But there is an opportunity, though, for someone for self-promotion to say, “okay,
here I'm going to be doing all of this.”
And at the end of it, negotiate 60 day, 90 day, some kind of salary increment if you
can. Use that opportunity as a benefit.
25:22 Tom Floyd So it definitely is having an impact and there are fewer opportunities available than
there have been previously?
25:30 Anne Loehr Yes.
25:31 Jane Cranston Less but there are still opportunities.
As I say, I have yet to hear a leader say “I have too many good people hanging
around here.”
25:42 Tom Floyd Got it. I'm hearing the music for the first commercial break. Let's go ahead and go
on pause.
Stay tuned everyone, more from Insight on Coaching when we return.
15
|
Confidential May 14, 2008
Page 15
Coaching for a Promotion Transcript
16. Time Speaker Transcript
28:07 Tom Floyd Welcome back to Insight on Coaching, I'm Tom Floyd.
Today the topic is Coaching for a Promotion.
With me are Fernan Cepero, Vice President of Human Resources for the YMCA of
Greater Rochester New York, Jane Cranston, Managing Director and owner of
Executive Coach NY, Anne Loehr, partner with Riverstone Endeavors LLC and co-
author of A Manager's Guide to Coaching, Simple and Effective Ways to Get the Best
out of Your Employees, and Susan Whitcomb, President of the Career Coach
Academy and Leadership Coach Academy and author of 30 day Job Promotion,
Build a Powerful Promotion Plan in a Month.
In this segment of the show, I'd like to focus on some common challenges and pitfalls
that can occur in adjusting, managing or preparing for a promotion.
Some more data to kick us off here.
According to the 2007 Manage a Major Promotion article referenced earlier
in our show from Personnel Today Magazine, there are several challenges
and pitfalls that can arise.
One of the most common pitfalls is finding you can't adapt your mindset
to your new role. A major promotion usually involves taking on vast new
responsibilities. The skills you need and how your time is allocated to
certain tasks will alter significantly.
Avoid falling foul of organizational politics. This requires you to recognize
that your former peers will see you differently and they might even be
jealous. If that's the case, cultivate a new peer group. Building up your
new network will help you cope with this.
Realize that your primary responsibility is to develop your team by
creating a framework and giving them direction, so you will be able to
spend more time thinking strategically and devote more time to coaching
From another article According to Tech Republic writer John McKee in his
August 9th, 2007 article, “Pigeonholing can kill your chances for promotion.”
“But at some point, you need to adapt and move away from being
regarded as “the” expert to one who is able to help others to become
experts as well. If you don’t, you’ll get pigeonholed. The company
bosses will be concerned about taking you out of such an important role
with no one else able to fill it afterward. You’ll be held back because
you’re too good at what you do. So start developing your replacement
and make a point of showcasing him/her whenever you can. Let
everyone see that you can move up with little disruption. And it shows
that you’re good at developing others to move up as well. Bosses like
that in an executive.”
“Bottom line: To move up the ladder, you need to be able to rally people
behind your vision and state your case crisply. This applies to those
below you and those above you. And the ones above you are the
decision makers. If you really want that promotion, learn to match your
communication style to that of the decision makers. Trying to show them
16
|
Confidential May 14, 2008
Page 16
Coaching for a Promotion Transcript
17. Time Speaker Transcript
“a better style” will only result in frustration.”
Well Fernan, I'd like to start with you for this segment.
Can you speak to us about the challenges of adapting to a new mindset once you
land in the role that Personnel Today magazine refers to?
31:10 Fernan Cepero Yes.
What I have seen is when somebody is promoted they're very good, as we
mentioned in the previous segment, of managing change for others but not managing
change for themselves.
They need to start with the change management process even before they get
promoted.
As they are thinking about getting promoted, as they're thinking about their next
assignment, think about what that's going to mean to them personally.
As far as changing and adapting their style, as you mentioned, to that new
assignment.
An example I can think of is moving into a role in Finance where previously to that
they were in Human Resources.
One of the challenges I would coach them on is have you learned to speak the
language of Finance? Have you sought out a mentor from somebody other than the
career path that you're on right now?
In other words, again I challenge them to get somebody or align yourself with
somebody who's not in the same capacity or same job function that you're in.
If you're looking to move into a promotion climate into Finance for example, find
yourself a mentor in that career field.
So you can get to understand what are expectations, what is it that I need to do, what
is it that I need to learn to prepare myself for that change.
Preparation is key.
So once you land in that role or in that assignment, you're better able to facilitate and
manage through the change management process more effectively and efficiently.
Rather than getting there and then trying to figure out “what is it that I have to do
next.”
33:01 Tom Floyd It kind of sounds like too, really seeking out using the example that you used, moving
from HR to Finance, somebody who is already working in this space.
It's almost like you have a subject matter expert in your own back pocket, which is
almost like a security blanket, so to speak.
How I think that would make me feel? I’d definitely feel a little bit safer.
17
|
Confidential May 14, 2008
Page 17
Coaching for a Promotion Transcript
18. Time Speaker Transcript
33:23 Fernan Cepero In a way it actually makes you feel a little bit uncomfortable.
Being uncomfortable is okay because the security blanket would, for me, be “I seek
out a mentor who is in Human Resources. They can speak my language, they can
understand where I'm coming from.”
Get yourself a mentor who is not in the career that you're currently in.
If you're looking to Finance or maybe even Marketing, get yourself a mentor that's
going to ask you the tough questions.
What is it that you think that you're bringing to the table?
What are the things and skill sets that are missing?
What are the competencies that are missing?
So it's going to make you think and prepare as opposed to somebody that you're
already comfortable talking with.
I like that uncomfortableness to prepare somebody.
34:12 Tom Floyd So it's really stretching people out of their comfort zones.
And in the process of doing that, though it might be painful for them at first, it actually
can result in a lot of good things in the long run.
34:22 Fernan Cepero Exactly because I tell them better to have the pain as you're preparing than to have
the pain once you get there.
34:28 Tom Floyd Okay. One of the other challenges that came up was organizational politics, another
topic that comes up a lot on the show.
Susan, I'd like to direct this question to you.
Once someone has been promoted, what challenges does he or she typically face?
Let's use co-workers who were formerly peers but who are not direct reports as an
example.
What are some of the situations or challenges that can come up in that scenario?
18
|
Confidential May 14, 2008
Page 18
Coaching for a Promotion Transcript
19. Time Speaker Transcript
35:01 Susan I'm thinking immediately of someone that I was coaching not too long ago who was
Whitcomb very much friends with someone else.
Then she got promoted and all of a sudden the person that she was now managing
started talking about her and started getting quips going against her.
What I thought was wonderful about that, and I think this can generalize to any
situation, is that all of those things that happen are just wonderful opportunities for
the person to say “I'm going to turn this problem into a possibility. I'm going to find
new ways to be able to stretch and grow my leadership skills.”
Whatever it is, whatever politic, whatever situation that comes up, it's just an
opportunity for the person to start looking at “how can I stretch?”
“This has been put in my road, in my path so I'm able to increase my leadership skills
in some way.”
In most cases, what they need to do is really have very direct conversations with
people.
Focus the attention not on them self or even the person that's causing the problem,
but to focus the group on this is what we're trying to accomplish as a team.
This is where we are going. This is the vision and this is what it's going to take to get
there.
So focusing more on those positive things.
At some point, yes there may need to be some kind of courageous direct
conversation with the person that might be causing trouble.
In general, it's just a great place to stretch those leadership skills.
36:40 Tom Floyd Do you try to avoid the conversation and focus on the positives?
By avoiding the conversation, I mean-- my instinct would be to sit down with the
person, if it was the former friend or still current friend, hopefully at least. Sit down
and say “hey what's up? I'm kind of hearing this in the halls, you're a little distant.”
Do you still have that conversation or do you focus on the positives and hope that
that behavior will change as a result of that?
19
|
Confidential May 14, 2008
Page 19
Coaching for a Promotion Transcript
20. Time Speaker Transcript
37:08 Susan I think you need to play that carefully and just watch how things play out.
Whitcomb
I think it's probably going to be at some point you're going to have to have the
conversation, though. And probably sooner rather than later so that you don't let
things get farther than they need to get.
To do it in a really respectful way that just says “relationship is important.”
Also looking at where we're trying to go with this organization on a broader scale and
recognizing that that vision for this organization is above my agenda or above
anybody else's agenda.
“This is what I need from you to be able to be a part of that” and encourage them to
want to get on board and move forward with that.
I think if you get into too many details that sometimes that can suck you into a place
that you don't need to be as a leader.
38:08 Tom Floyd Understood.
38:08 Susan Maybe some other people have some other thoughts on that?
Whitcomb
38:12 Tom Floyd Another slant, and I'll pose this question to the entire group, another slant on the
political angle.
The Tech Republic article referenced as well the importance of somebody who got
promoted to build a new network or expand his or her existing network with new
peers at their level.
So as they go about building that network, are there any typical challenges or
landmines to look out for?
Are there politics at that level also?
20
|
Confidential May 14, 2008
Page 20
Coaching for a Promotion Transcript
21. Time Speaker Transcript
38:42 Susan Most assuredly there are going to be politics at that level as well.
Whitcomb
I'm thinking again of another client that we were coaching together.
His goal was to really reach out and develop those relationships just as you had
mentioned.
His goal was really to be able to go and take that person out to lunch.
And yet, it sounded almost too pointed to just pick up the phone and say “hey I'd like
to take you out to lunch.”
Instead what he did is he just very carefully and strategically listed all of the new
director level people that were going to be within his network.
He found ways to touch base; pick up the phone and just say “I just wanted to
introduce myself. I'm the new Director of such and such,” and have a conversation.
Then from that conversation, eventually then he was able to invite them to coffee or
breakfast or something.
So that there was a greater face-to-face kind of connection as opposed to just
jumping right in and saying “hey, let's go to lunch.”
It was done, I think, very politically sensitively. I guess is the word I'm looking for.
39:49 Tom Floyd So it sounds like it was a softer approach to it.
It's not like he just went in and bulldozed them. “Hey we're going to lunch now!”
39:54 Susan “Hey we're going to have a relationship, let's get started!”
Whitcomb
39:54 Tom Floyd It's kind of fragile and sensitive on their radar. Anything anybody else would add?
21
|
Confidential May 14, 2008
Page 21
Coaching for a Promotion Transcript
22. Time Speaker Transcript
40:04 Jane Cranston This is Jane.
I always think about and encourage people to observe without prejudice.
So when you're first in it, sit back and watch what's going on.
Not using your former lens and not using the lens you're going to think you have.
Just what is going on here?
Also I would caution people reaching out too much might not-- you need the people
in your camp, the people that are working for you and around you. I would focus on
them first.
And then I would try to get on projects with other people in the organization.
I always find that working with someone is the best way to really get to know them
rather than having meals with people.
40:50 Tom Floyd Okay. I'm hearing the music for the next commercial break, let's go ahead and go on
pause.
Stayed tuned everybody, more from Insight on Coaching when we return.
43:32 Tom Floyd Welcome back to Insight on Coaching, I'm Tom Floyd.
For those of you just getting tuned in today, today the topic is Coaching for a
Promotion.
With me are Fernan Cepero, Jane Cranston, Anne Loehr and Susan Whitcomb.
In our last segment I like to discuss the work coaches are doing with folks as they
guide them and manage them through the promotion process and certainly after the
promotion has occurred as well.
Some more data to quickly set the stage.
According to the June 15, 2007 issue of Management Issues magazine, the most
powerful rules of relationships are often the ones that are unwritten. Unwritten rules
will allow you to advance where as often time written rules will only tell you what you
can or can not do. For instance, following company rules to the letter will not
necessarily to move up the ladder but having the trust of your superior will. Writer
Patricia Suldaddy [phonetic] discusses five invisible rules of success including results
matter but relationships matter more, develop a strategic frame of reference,
package yourself to stand out and fit in, promote thyself and grant yourself
permission.
According to the June 15th, 2007 issue of Management Issues Magazine,
“The most powerful rules or relationships are often the ones that are
unwritten. Unwritten rules will allow you to advance whereas oftentimes
written rules will only tell you what you can or cannot do.”
For instance, following company rules to the letter will not necessarily
allow you to move up the ladder, but having the trust of your superior will.
Writer Patricia Soldati discusses 5 invisible rules of success:
22
|
Confidential May 14, 2008
Page 22
Coaching for a Promotion Transcript
23. Time Speaker Transcript
Results Matter, But Relationships Matter More
Develop a Strategic Frame of Reference
Package Yourself to Stand Out - and Fit In
Promote Thyself
Grant Yourself Permission
Well Anne I'd like to start with you to kick off our last segment of our show today.
First question, when we're talking about the coaching work that you or others do
specific to promotions, are we talking about coaching as a skill in terms of helping
newly promoted individuals develop this skill providing coaching and feedback to
direct reports, etc?
Or are we talking about coaches as individuals or professionals?
In other words, specific people who focus solely on helping individuals land new
promotions and other advancement opportunities?
We're talking about both. There's a role for both.
46:03 Anne Loehr
Definitely people might need an outside coach, an external coach to help them.
But another thing that is very, very important in terms of getting promoted is that you
become an internal coach.
One of the things that we teach our managers that are just getting promoted, is what
we call the success equation.
In the success equation we talk about the three As, basically it's Aptitude, Attitude
and Available Resources.
Aptitude is the know-how, the skills.
Attitude is the drive and the confidence.
Available Resources is the tools and the equipment.
This equation will work well as long as all three of those variables are there.
So when we're teaching people how to coach their employees - and it can be a five-
minute conversation, it doesn't have to be a big 30, 45 minute session - they're going
to be looking at the attitude. Because most people have the aptitude. They have the
know-how; they have the skills. That's why they got hired.
Most people have available resources. They often grumble they don't have enough
but they do have the resources.
But attitude, that drive and the focus, that's where the five-minute conversations that
a new manager who just got promoted can have with his or her employee. And work
with him or her to improve their attitude.
Research has shown that an increased attitude can compensate for deficiencies in
aptitude or the available resources but the converse is not true.
So a new manager is really looking at having effective coaching conversations to
23
|
Confidential May 14, 2008
Page 23
Coaching for a Promotion Transcript
24. Time Speaker Transcript
work on the drive, the know-how, the focus, the commitment of their employees.
But an outside coach is definitely needed at certain times as well.
47:37 Tom Floyd Okay. Got it.
One point I wanted to quickly bring up from the Management Issues magazine
article.
It made this point around written rules versus unwritten rules.
As a coach, do you ever have situations where you work with individuals to define
and understand what these rules are, so to speak, in managing a promotion?
47:58 Anne Loehr I'm not sure I would say unwritten rules but there's definitely I would call the pink
elephant in the room.
Whether you are facilitating a meeting, you have to talk about what people are not
talking about.
There are certainly ways in a coaching conversation to figure out what it is that
people are not talking about but yet everybody knows about.
48:15 Tom Floyd Okay. Another point to bring up from a coaching perspective, and this has already
come up a few times in the show too, it's the importance of the relationships.
Have you coached people to develop more strategic and successful relationships in
the workplace in their path toward promotion?
Absolutely.
48:31 Anne Loehr
Coaching is really about two things. It's about awareness and it's about action.
Awareness is figuring out what's going on and what's really the issue here.
The action is what are you going to do about it.
In relationships, a typical manager response. Say an employee comes in and says “I
missed my sales goal.” A typical manager might say, “yeah, I saw that, what
happened?”
Whereas a coaching one that will help to develop the relationship might be, “so what
got in your way?”
So you're opening up the relationship, you're adding some transparency and some
honesty in there.
In the long term, it will build a relationship as well as coach the employee to more
success.
24
|
Confidential May 14, 2008
Page 24
Coaching for a Promotion Transcript
25. Time Speaker Transcript
49:11 Tom Floyd So you're being a little more authentic and focusing more on really cultivating a
conversation around it instead of just interrogating them with yes, no types of
questions?
49:22 Anne Loehr Exactly.
You want to have open ended questions that are short and simple, that build
awareness of this is how I got in my own way and missed my sales goal because of
whatever.
Now this is what I'm going to do to get out of my own way.
49:35 Tom Floyd Okay. Jane, anything that you would add?
I often with my clients draw these centric circles.
49:40 Jane Cranston
In the center is your comfort zone; that's what you know, that's what you like, this
comes naturally to you.
Next circle is your growth zone. And this can be exciting or it can be terrifying. But
the growth zone and outside of that is the fear zone.
I always say to them, we want to move from comfort to growth, never really
intentionally going into fear.
And I think when I coach people and manage people in my management life, that's
what I want.
I never wanted them to get to a point where they were scared but I didn't want them
to sit in comfort.
So if you can say to somebody, like the example that Anne said, “what could we do
to take you from this comfort zone to your growth zone?”
That sounds exciting to somebody.
If I say to somebody “what could we do to really scare you?”
What they do is they hide.
50:39 Tom Floyd Well yeah. If somebody came up to me and said “I'm going to scare the bejesus out
of you in the next three months,” I would probably do the same thing!
25
|
Confidential May 14, 2008
Page 25
Coaching for a Promotion Transcript
26. Time Speaker Transcript
50:44 Jane Cranston And there are managers who do that; the yelling, the screaming; the threatening and
all of that.
That does not work.
50:52 Tom Floyd If you could summarize for folks out there from your experience and your opinion, the
ways that a professional or executive coach can really help someone during and after
a promotion.
Can you summarize what those ways or benefits would be?
51:09 Jane Cranston I think the thing that happens most in coaching is we accelerate everything that's
going to happen, mostly because we're focused.
I am objectively in my client's corner so I don't agree with everything they say but I
have their best interest. It's a totally honest relationship.
I don't think people are totally honest with anyone in the workplace; it's too
dangerous, especially in a new situation.
So we're pushing things forward.
I will challenge people and say “that's interesting because last week you said this and
now you're saying that. I'm wondering what's changed.”
To make people aware of maybe they're falling back into that comfort zone when
they really should be in their growth zone.
The other thing is that I can say things to a client such as, “have you thought about
what you're going to wear on the first day on that new promotion?”
I dare say their supervisor's not saying that to them.
52:12 Tom Floyd Interesting. So it's like focusing on everything to kind of the aesthetic to the internal
to really the whole picture, the whole person.
52:20 Jane Cranston Some of it very concrete and some of it is a mind shift.
52:25 Tom Floyd Anne, anything that you would add?
26
|
Confidential May 14, 2008
Page 26
Coaching for a Promotion Transcript
27. Time Speaker Transcript
52:28 Anne Loehr No. I would agree.
Again, it's awareness and action.
So in terms of the mind shift, that's the awareness.
And then the action is exactly as Jane said, what are you going to wear? How are
you going to get that new outfit?
Actually get the accountability piece in there as well because accountability is very
important to coaching.
52:46 Tom Floyd We've got about a minute left before we wrap up.
I just want to ask a question about a success story.
Jane, I'll turn to you for this.
Can you share an example of somebody that you've coached who did end up getting
a major promotion?
Can you tell us what that looked like and what the results were?
53:04 Jane Cranston Yeah. I'm thinking of a man that I was working with.
I worked with him actually to get the job and then we worked up through the ladder.
It was very strategic.
This person was a kind of put their head down and do the work guy, and really wasn't
interested in relationships.
The big shift for him was getting to know the people at the next level. They actually
asked for him.
The promotion came to him once they were aware.
Then once he got in that position, the next was to start managing people.
Because it's hard to call yourself a manager if all you're managing is yourself.
We worked this over a five-year period.
This person has been promoted, each and every year, to the next level because he
has encouraged relationships, had a plan, followed the plan and then not stayed on it
because we had to re-adjust the plan as he went up the level.
27
|
Confidential May 14, 2008
Page 27
Coaching for a Promotion Transcript
28. Time Speaker Transcript
54:08 Tom Floyd Well I hate to interrupt you. That's a fantastic example. But we're unfortunately at
the end of our show.
Huge thank you to the four of you for joining us today. As always, big thank you to
our listeners as well.
For more information about our show, of course you can look us up on the Voice
America Business channel, you can visit our web site at www.ieconsulting.biz .
And don't forget you can download the podcast version of our show in Apple iTunes.
Just go to the iTunes store, click podcasts and enter Insight on Coaching in the
Search field.
Thanks everyone, we'll see you next week.
28
|
Confidential May 14, 2008
Page 28
Coaching for a Promotion Transcript