As I work with my clients, I frequently ask, "What was your objective in that effort? And how effectively do you believe you achieved your objective?"
     When Stephen Covey entitled his book Seven Habits of Highly Effective People, there's a very explicit reason he did not choose a different adjective.
"Effective" carries with it the connotation not only of success, but also of fostering relationships such that additional success with the same people is possible into the future!
     As I work with my clients, enhancing their effectiveness is my prime objective. So, what's involved in that? My start to answering that question is right here in "Do You Want to Be More Effective?"
     Dennis

     My clients are working to enhance their leadership skills. They each have a personalized plan, crafted especially for him or her. We talk every week or so about progress being made.
    I start the conversation by asking about insights they've gained since we last spoke. Sometimes they are excited and looking forward to sharing what they've learned and how they are applying the new perspectives.
     Some clients, however, are a bit slow on the uptake. They don't seek feedback or paradigm shifts, and they just do their work without intentional awareness about what happens around them, to them, or because of them.
     For those individuals, I crafted this article: "What's the Big Deal about Insights?" I hope it makes a difference for them---and for you!
     Dennis

     Most leaders probably think of themselves as logical, rational decision makers. However, our emotions are far more powerful than we like to acknowledge.
     Further, our response to emotional triggers is far faster than our cognitive thinking. Being aware of the triggers for your emotion is very beneficial for leaders.
     Take a look at "Does Your Amygdala Hijack Your Rational Thinking?" Then do some reflection about when you've made decisions based on your emotions.
     I welcome your thoughts--please share your insights, questions, and alternative perspectives with me!
     Dennis

     I'm sure we could list dozens of differences between running some kind of organization and being a coach. However, one of the most obvious (though I only recently applied a name to it), is the difference between "'Executionary Evidence' vs. 'Reporter Talk'."
     You can read the article, of course, to see more of the difference, but here's a quick distinction. "Executionary evidence" is when you witness a person's actions (and usually some of the effect of that action). "Reporter talk" is simply when someone tells you about what he or she has done.
     As a coach, I deal mostly with "reporter talk." Most of the time, I don't have the privilege of observing my client's behaviors. (It would probably help me--and my clients--a lot if I did!)
     Dennis

     A genuine desire to serve can't be reduced to a formula. However, far too many organizations have taught their customer service folks that "Have a nice day" is a requirement. 
     Avoid being duplicitous with people you influence! Read "The Duplicity of 'Have a Nice Day'." Then do a self assessment (and hopefully celebrate!).
     Dennis

     I'm a strong advocate of reliable, repeatable processes. However, someone comes to you wanting to make an exception.

     The current situation, the person claims, just doesn't fit with being handled the same way. The person presents a strong argument for an exception to the process.

     Should you do it? Hmm. Let's think about that question in "The Upside and Downside of Exceptions."

     Dennis