My previous entry described "Safe Harbor Coaching," I described why executives like and even need the opportunity to blow of steam safely or explore "blue sky" wild idea thinking.
     Believe it or not, individuals under your authority also need to express emotions and think creatively about what's possible.  Do they need an external coach?  Not necessarily.  "You, Too, Can Provide Safe Harbor Coaching."
     I invite you to read the article, then consider adding this service to the individuals you influence!
     Dennis

     If I ever write about coaching in my articles, it's usually about coaching leaders to better develop their future leaders.
     This week, however, I write about blowing off steam and "wild, blue sky" idea generation.  Sometimes this "'Safe Harbor' Coaching for Growing Leaders" is better handled with a confidential third party than with anyone at work.
     Dennis

       If you are THE boss, who approves your decisions?  Who helps you become a better leader?
       Individuals who started a successful business fifteen or twenty years ago may have difficulty determining "what's good enough?"
       I welcome your comments on this week's article, "Who Evaluates the Entrepreneurial Leader?"
       Dennis

     Could it be that you micromanage and don't even realize it?  Who is in the best position to evaluate if you micromanage?  The very people who are least likely to give you clear, relevant, helpful feedback!
     "You May Not Intend to MIcromanage, But..." coud just be an eye-opener for you!
     Dennis

     Sometimes I support a leader who is blindsided by some information about his or her performance.  In addition to the surprise, there is usually some doubt as to the accuracy or legitimacy of the feedback.  After the surprise and possible denial wear off, the individual is usually stunned that he or she was not aware of the information previously.
     It happens to all of us.  Though it may shake your confidence in the short term, most of us later appreciate what we've learned, and your confidence is usually stronger because of it.
     Give "Feedback, Self-Awareness, and Confidence" a read and let me know what you think about it.
     Dennis

     How do you feel when others provide unsolicited advice to you?  Has it ever occurred to you that maybe other people don't like your unsolicited advice?  I welcome your observations as you do a little self-examination.
     By the way, if you offer me your comments, you're not offering unsolicited advice---I'm overtly asking for your opinions!
     Take a look at "Nobody Likes Unsolicited Advice," then be sensitive as you test the theory.  You may be surprised at what you learn!
     Dennis

     I hope you will ponder this week's article, testing it against your experience.  If you can confirm that serving others by giving them what they want and need is beneficial, please do.  Tell me your success stories!
     And if you have doubts. let's collaborate on generating a process to test what I've written in this week’s article, “Are Your Relationships More Valuable than Gold?”
     Dennis

     Rarely can such an easy process be as effective as the one described in this week's article, "Try 'Feedforward'--You Might Like It."
     When you read about "feedforward" here, it will sound simple enough.  But you've got to experience it for yourself to see the wonderful value gained for a few minutes of time invested!  Enjoy!
     Dennis

     As a leader, do you deliver more feedback than you receive?  So maybe you don't have much practice in receiving feedback.
     How can you become a better leader if you don't actively seek feedback.  And if you do, do you realize that you are a role model in how to receive feedback?
     This article, "Responding to Feedback," ofers some suggestions on how you might stimulate the giving and receiving of feedback in your organization.
     Dennis

     We all experience periods of extreme joy and times of hardship.
     It can be hard to be a leader and serve, filling your roles and responsibilities during personal times of turbulence.
     It's also hard to have authority over others who, despite their contributions as an employee, also struggle at times.  Personal lives can't help but spill over into the workplace.
     We may wish we had the power to protect from difficult times all who we influence, but we don't have that capability.  And we don't have the power to resolve all the difficulties our friends, family, neighbors, customers, and relatives experience.
     Sometimes, we are burdened, and we need support.  Sometimes those you influence need your support.  This week's article, “Serving through Times of Trouble,” merely acknowledges that.
     Dennis