I have recently been coaching pairs. Not romantic couples but people who either work together as colleagues, supervisors and direct reports, or equals who have different responsibilities in their organization and need to collaborate.
It got me thinking, why do employees misunderstand one another? What are the sources of misunderstanding and conflict in the workplace?” Why do smart, talented, well-meaning people, not get along? Why do some people act like oil and water when they have to work with one another? [Read more…]
Too many emails, no face-to-face, limited phone, words for the sake of words rather than content, no feedback, too much feedback. These are but a few of the communication problems hindering our ability to interact with one another and share and disseminate information effectively. 
As most of you know, I focus most of my executive coaching on workplace issues. Granted, many of the so called “issues” are problems many people wish they had — how to get to the next level, enhancing your branding and delivery of self, and transforming yourself from a manger to a leader.
Well-respected leadership coach, 
If you are a regular reader of mine (thank you!), you know I spend most of my time and words talking about the value of goals, hitting and stretching targets, building that resume and career. This is my professional side; an aspect of me but far from a complete picture and surely not the only way I want to be perceived. 
I’m a big advocate of creating goals for myself and others. I encourage my executive coaching clients to create goals for themselves and the people they lead and manage. The challenge is to know the types of goals and how to use them constructively. 
Work doesn’t provide just the means of acquiring the basic necessities of life, though that is critical. It enhances the soul and the brain.
Corporations, not-for-profits, and governments are comprised of staff. Most employers are essentially doers and some managers. Where I see the deficit is in the number of true leaders. Not that the opportunities to lead don’t exist at many levels (there is a misconception held by many that leaders are only at the top and all people at the top are leaders) but organizations often fail to recognize, foster, and reward leadership skills. Most people don’t see themselves in the role. Can you be a manager and be a leader, of course you can, but you can also be a manger who doesn’t lead? Yes.