Podcasts about management coaching

Content – Coachingangebote gibt es wie Sand am Meer. Doch bringt das überhaupt etwas oder ist es reine Geldverschwendung? Und wie finden Sie heraus, welcher Coach wirklich gut ist? Was ist das genau? Für wen ist es sinnvoll? Was bringt das? Was sind die Erfolgsfaktoren für ein Management Coaching? Aus dieser Folge werden Sie alles rund um das Thema: GUTES Management Coaching mitnehmen, denn ein GUTER Management Coach zeigt Ihnen, wie Sie … trotz enormem Druck den Führungswandel gestalten, das nächste Level Ihrer Karriere erreichen, dabei Zeit sparen und das Unternehmen nach vorne bringen können. ____ Links zur Folge: Website: https://www.galileo-institut.de/management-coaching/ Link zur NL-Anmeldung: https://www.galileo-institut.de/newsletter/ ____ Sie sind neu an der Unternehmensspitze oder kämpfen bereits mit scheinbar unlösbaren Herausforderungen? Vielleicht klemmt es gerade in der Transformation? Vielleicht läuft sogar alles gut und Sie sind dennoch unzufrieden? In meinem kostenfreien Onlinecoaching zeige ich Ihnen Lösungen für diese Herausforderungen.

On episode 157 I am delighted to be joined by 2021 Footballer of the year Kieran McGeary of Tyrone. Kieran is a top class inter county footballer and an absolute gent. We met at Steven Poacher's coaching seminar in Newry, where Kieran ran a pitch session with a young development squad. What struck me at the time was not only his knowledge and understanding of the game, but his infectious energy and communication when coaching. It's not often we see top inter county players dip into coaching while still at the peak of their powers. Safe to say Kieran will be around the game long after he reties from playing! Kieran and I discussed time management as an athlete and while chatting agreed to come on the podcast and share his experience to help younger athletes. During the episode we touch on what it actually takes to win an All-Ireland, how often he thinks about gaelic football, momentum nd more! Find Kieran here https://x.com/KieranMcG94 https://x.com/KieranMcG94 Follow The Sideline Live Social Media channels:  ⁠⁠⁠⁠⁠https://twitter.com/thesidelinelive⁠⁠⁠  ⁠⁠⁠https://www.instagram.com/thesidelinelive/⁠⁠⁠  Recorded using Samson Q2 microphone, Edited using GarageBand Intro music, Watered Eyes by a talented Irish artist, Dillon Ward check him out ⁠⁠here⁠⁠ .  If you are looking to set up your own podcast get in touch with the Prymal Productions team ⁠⁠⁠www.prymal.ie⁠⁠⁠ 

Mike Bowler: How To Coach Management to Support Agile Teams  Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Mike Bowler shares his philosophy that “failure is simply feedback,” emphasizing the challenges of maintaining team cohesion after stepping away. He shares how management often unintentionally disrupts Agile progress by disbanding teams or reverting to old practices. Mike identifies a key anti-pattern: breaking teams down due to a lack of understanding from leadership. He underscores the importance of coaching management to support Agile work and provides actionable tips, such as helping teams secure autonomy and applying the same coaching techniques used with teams to management.  Self-reflection Question: How can you support management to reinforce team autonomy? [The Scrum Master Toolbox Podcast Recommends]

In this podcast episode, Dr. Jonathan H. Westover talks with David Evans about the use of AI coaching bots in management coaching and training. David Evans (https://www.linkedin.com/in/jeditrainer/) is the Vice President of Product at New Level Work (formerly BetterManager). In this role, David is responsible for overseeing the product vision and strategy for the company, helping it to achieve its mission of making thriving at work the norm by developing better leaders. Prior to joining New Level Work, David led Talent Success at Amplitude where he supported the growth of managers and their teams, scaling company culture as the business scaled. David has coached tech leaders and their teams for over 15 years, from baby startups to Fortune 100s, through capital raisings, M&A transactions, and public listings. David was previously Technical Director at Adopt-a-Pet.com and Founder & CEO of 2 tech companies, which resulted in one exit and a 9-figure acquisition deal that went south. David's biggest and most important growth challenge so far: co-parenting two young kids under three.  Check out all of the podcasts in the HCI Podcast Network!

Content – Heute geht's um das Thema Sparringspartner und Sparringspartnerschaft: Was macht ein Sparringspartner? Mit wem können Sie als CEO offen und ehrlich reden? Was sind die 21 geheimen Wünsche der Top-Manager an einen Sparringspartner? Ist das nun Nice-to-have oder unerlässlich? Welche Form ist für Sie geeignet: Sparringspartner und Management Coaching? Aus dieser Folge werden Sie mitnehmen, wie Sie den schnellsten und effektivsten Weg finden, um im Top-Management so richtig durchzustarten. _____ Links zur Folge: Website: https://leistungstraeger-blog.de/sparringspartner-top-manager/ In einem Video habe ich zusammentragen, warum sich ein Sparringspartner für Top-Manager auf alle Fälle lohnt: https://youtu.be/vJOTCys08Ac _____ Sie sind neu an der Unternehmensspitze oder kämpfen bereits mit scheinbar unlösbaren Herausforderungen? Vielleicht klemmt es gerade in der Transformation? Vielleicht läuft sogar alles gut und Sie sind dennoch unzufrieden? In meinem kostenfreien Onlinecoaching zeige ich Ihnen Lösungen für diese Herausforderungen.

Cant stop thinking about joining Calm Christian Mom Coaching program…yet something is holding you back? This recording is for you! Let me help you break generational anger and become the mom you desire to be- BOOK A CALL. Join Calm Christian Mom Program by BOOKING A CONSULTATION CALLBonuses expire May 25th, 2024*4 additional weeks of coaching for FREE ($550 value)*Stress relief package in the mail ($100 value)*1:1 follow up calls 3 and 6 months post program ($250 value)*Mommy Mindset course by Tessa Romero ($250 value) ~~~~~~~~~~~~~~~~~~~~~~Next Steps: 1. Watch FREE TRAINING: 5 Steps to Break free from Mom Rage Shame ⬇️2. Learn about Calm Christian Mom Coaching Program ⬇️3. Book a Call if you are want support in overcoming damaging anger patterns. ~~~~~~~~~~~~~~~~~~~~~~~MINI-COURSE BONUSHow to 10x your Emotional Capacity Levels as a MomLeave a 5 star rating and review on the Podcast and email me (hello@emotionallyhealthylegacy.com) a screenshot of the REVIEW for free access to my Mini-Course or buy it HERE for $27. Website: emotionallyhealthylegacy.comContact: hello@emotionallyhealthylegacy.comQuestions? Form / Voice memo **Shop my favorite Amazon Products**

Management, coaching and self-fulfilling prophecies

Hinter den Kulissen – Heute geht's um das Thema: Sparringspartner für Top-Manager. 30 Fragen, die Ihnen zeigen, ob ein Management-Coaching für Sie sinnvoll ist: Was ist der Unterschied zwischen dem mittleren Management und dem Top-Management? Warum sagt man: An der Spitze wird es einsam? Was sind die 30 typischen Fragen eines Top-Managers? Aus dieser Folge werden Sie mitnehmen, wie Sie einen Sparringspartner als Katalysator für die unternehmerische und persönliche Entwicklung nutzen können. _____ Links zur Folge: Website: https://leistungstraeger-blog.de/sparringspartner-management-coaching/ _____ Sie sind neu an der Unternehmensspitze oder kämpfen bereits mit scheinbar unlösbaren Herausforderungen? Vielleicht klemmt es gerade in der Transformation? Vielleicht läuft sogar alles gut und Sie sind dennoch unzufrieden? In meinem kostenfreien Onlinecoaching zeige ich Ihnen Lösungen für diese Herausforderungen.

Therapy vs Coaching....how to know what is the next right step for you?In this episode I clarify:  how to know if coaching is the next right step for you. Maybe you've tried therapy, you've worked through your past trauma but still feel in reactive mode with your kids. You feel like you want to snap at everyone and everything around you. Maybe your husband and kids don't even enjoy being around you anymore and call you an angry person. There is hope for you.  Beautiful friend. You are meant for more.  Do you want my help with out of control anger?I have a 12 week Coaching program that will change you life and your children's life for ever!And it's RISK FREE! Either meet the goals you set for yourself while putting in your honest efforts or get 100% money back!Ready to make 2024 a year you change yourself to the best mama for your kids? BOOK A CALL and let's start working together in 2024! ~~~~~~~~~~~Next Steps: 1. Watch FREE TRAINING: 5 Steps to Break free from Mom Rage Shame ⬇️2. Learn about Calm Christian Mom Coaching Program ⬇️3. Book a Call if you are want support in overcoming damaging anger patterns. ~~~~~~~~~~~~Website: emotionallyhealthylegacy.comContact: hello@emotionallyhealthylegacy.comQuestions? Form / Voice memo **Shop my fav Amazon Products**“I love this Podcast so much! I don't feel alone anymore!” ← if that sounds like you, please consider rating and reviewing my show! This helps me support more Christian mamas, just like you, on their motherhood journey. Click here, scroll to the bottom, tap to rate with five stars, and select “Write a Review.” Then be sure to let me know what you loved most about the episode!

In dieser Folge beschäftigen wir uns mit der spannenden Frage, wann wir unsere Arbeit eigentlich als sinnvoll empfinden. Zu Gast ist Dr. Nico Rose. Nico war Vice President im HR-Bereich eines Großkonzerns, Consultant für Change-Management-Themen und Professor für Organisationspsychologie. Heute schreibt er Bücher und hält Vorträge zu genau dieser spannenden Frage nach dem Sinn bei der Arbeit. Gemeinsam hinterfragen Nico und Marco die oft propagierte Purpose-Fixierung in Unternehmen. Sie diskutieren, welche weiteren Faktoren dazu beitragen können, dass Menschen mehr Sinn in ihrer Arbeit empfinden. Dabei sprechen sie über die Bedeutung von Energie und Resonanz bei der Arbeit und darüber, wie wichtig Eigenverantwortung, Kompetenzentwicklung und das Arbeiten aus den eigenen Stärken sind. Nico macht deutlich, dass Leistungsmessung allein oft nicht ausreicht, um die Sinnhaftigkeit von Arbeit zu beurteilen. Er erläutert, welche Rolle Faktoren wie Zusammenhalt, Zusammenarbeit und Führungsstil spielen und warum es so wichtig ist, dass Mitarbeitende Einfluss auf ihre Arbeit nehmen können. Diese Folge findest du auch als Podcast auf: https://murakamy.com/blog/podcast-sinn-bei-der-arbeit-nico-rose Alle bisherigen Folgen findest Du hier: https://murakamy.com/blog/tag/Podcast Besuche uns auch auf https://murakamy.com Links zu Dr. Nico Rose: Hompage: https://nicorose.de/ Linkedin: https://www.linkedin.com/company/dr-nico-rose/ Youtube: https://www.youtube.com/c/DrNicoRose Spotify: https://open.spotify.com/playlist/1qXvZ7wRk2BZhsBTAXTN61?si=fa0ed7dc84d74ce6 “Hard, Heavy & Happy”: https://www.amazon.de/Hard-Heavy-Happy-Metal-Lebens/dp/3453218299/ref “Management Coaching und Positive Psychologie”: https://www.amazon.de/Management-Coaching-Positive-Psychologie-sinnvoll/dp/3648155806/ref “Arbeit besser machen”: https://www.amazon.de/Arbeit-besser-machen-Arbeitshilfen-Personalarbeit-ebook/dp/B07KZYZ21V/ref Links zur Folge: Andre Agassi “Open”: https://www.amazon.de/Open-Das-Selbstportr%C3%A4t-Andre-Agassi/dp/3426302047/ref Thomas A. Harris “Ich bin o.k. - Du bist o.k.”: https://www.amazon.de/Ich-bin-k-Einstellung-Transaktionsanalyse/dp/3499169169/ref Tom Schmitt & Michael Esser “Status Spiele: Wie ich in jeder Situation die Oberhand behalte”: https://www.amazon.de/Status-Spiele-jeder-Situation-Oberhand-behalte/dp/3596179807/ref

Organizing your time can be challenging and varies depending on your circumstances. However, is there still a problem managing time when you're your own boss? In this episode, I will hold a live coaching session with Beth, who's highly productive but often lacks intention in her day. Being in control of your own time can be liberating, but it also comes with its own set of challenges. Fortunately, there are effective ways to ensure you don't end your day feeling defeated or without a sense of accomplishment! Stay tuned! Here's what to expect on the podcast: What steps can you take to ensure your productivity aligns with your intentions, leading to a more satisfying day? How can identifying your peak time benefit your daily tasks and activities? What are the benefits of using a light sketch for time management compared to more structured methods? What are effective strategies for setting clear boundaries regarding your availability? And much more! Connect with Carol Perlman: Website: http://www.carolperlman.com/ | http://healthy4lifebycarolperlman.com Facebook: https://www.facebook.com/healthyforlifebycarolperlman/ LinkedIn: https://www.linkedin.com/in/carol-perlman-8a735513/ Email: carol@healthy4lifebycarolperlman.com 90-Day Course: https://itsabouttimemanagement.com/metime/ 45-Day Course: https://itsabouttimemanagement.com/tm/ Master Your Email Mini Course: https://sowl.co/s/boRa8P

During this phase of life, parents experience what we call "empty nesting," where their children have left home. It means they must adapt to new daily routines and schedules, which can be quite tough for most parents! Today, I will hold a live coaching session with Lori, who is dealing with these challenges. It would be fantastic for parents to have someone who can help guide them in the right direction and get them moving forward! Stay tuned! Here's what to expect on the podcast: What are some different types of planners available? How can the "drawer analogy" help with time management and life organization? What factors should someone consider when selecting a planner? What are some strategies for organizing and prioritizing your emails? And much more! Connect with Carol Perlman: Website: http://www.carolperlman.com/ | http://healthy4lifebycarolperlman.com Facebook: https://www.facebook.com/healthyforlifebycarolperlman/ LinkedIn: https://www.linkedin.com/in/carol-perlman-8a735513/ Email: carol@healthy4lifebycarolperlman.com 90-Day Course: https://itsabouttimemanagement.com/metime/ 45-Day Course: https://itsabouttimemanagement.com/tm/

Every day, we have numerous tasks and responsibilities to handle. However, there are instances when we unintentionally focus our energy on just a couple of things. This can leave us feeling drained and unable to address other important tasks. In today's episode, I will conduct a live coaching session with Lisa, my client, to discuss prioritizing tasks and planning ahead of time. The coaching aims to create strategies to keep us on track and maximize our time! Stay tuned! Here's what to expect on the podcast: What are some strategies for setting goals to become more organized in prioritizing tasks? How important is acknowledging and normalizing unexpected events or situations that are not part of your plan? What are the benefits of setting your plan in advance? Why is it important to let your living companions know your intentions and plans? And much more!

Lots of people want to figure out how to manage their time better. However, it's not always simple for everyone. And when you begin trying to manage your time, unexpected things can occur that completely alter your plans! So, how do you handle these types of challenges? Join me today as I speak with my client, Gayle Goldner, about the various glitches that can occur when attempting to manage your time. So, if you want to improve your time management plans, this live coaching is for you! Stay tuned! Here's what to expect on the podcast: When faced with unexpected changes, what strategies can you use to maintain focus and productivity? What does "whitespace" mean? How does the struggle to recognize priorities impact people's time management and productivity? What's the most effective approach for avoiding procrastination? And much more!

Program Description:  In this episode, Jim Dickson, Senior Consultant and Executive Coach at Equis Consulting shares his impressions of Michael Bungay Stanier's book The Coaching Habit:  Say Less, Ask More & Change the Way You Lead Forever.  Please note that all views expressed in this podcast are the opinions of the individual participants and do not necessarily represent the views of any organization, employer, or group.

Brought to you by ROKA Eyewear high-quality sunglasses and glasses, Wealthfront high-yield savings account, and Shopify global commerce platform providing tools to start, grow, market, and manage a retail business. Dustin Moskovitz (@moskov) is co-founder and CEO at Asana, a leading work-management platform for teams. Asana's mission is to help humanity thrive by enabling all teams to work together effortlessly. Prior to Asana, he co-founded Facebook and was a key leader within the technical staff, first in the position of CTO and then later as VP of Engineering. Dustin attended Harvard University as an economics major for two years before moving to Palo Alto, California, to work full time at Facebook.Please enjoy!*This episode is brought to you by ROKA Eyewear! ROKA makes the world's most versatile eyewear—packing all the same features used by Olympic gold medalists and world champions into stylish everyday sunglasses and glasses. I'm incredibly impressed with ROKA. The quality is outstanding, and a lot of my friends who are elite athletes wear them. I've been using their Rory blue-light glasses after sunset, and I feel the improvement in my sleep quality.With more than 19,000 five-star reviews, ROKA has created a solution that active people love. Plus, they hand-build their glasses, sunglasses, and reading glasses all in the USA. Check out my favorite frames and get 20% off your first order at Roka.com and use code TIM20. *This episode is also brought to you by Wealthfront! Wealthfront is an app that helps you save and invest your money. Right now, you can earn 4.8% APY—that's the Annual Percentage Yield—with the Wealthfront Cash Account. That's more than eleven times more interest than if you left your money in a savings account at the average bank, according to FDIC.gov. It takes just a few minutes to sign up, and then you'll immediately start earning 4.8% interest on your savings. And when you open an account today, you'll get an extra fifty-dollar bonus with a deposit of five hundred dollars or more. Visit Wealthfront.com/Tim to get started.*This episode is also brought to you by Shopify! Shopify is one of my favorite platforms and one of my favorite companies. Shopify is designed for anyone to sell anywhere, giving entrepreneurs the resources once reserved for big business. In no time flat, you can have a great-looking online store that brings your ideas to life, and you can have the tools to manage your day-to-day and drive sales. No coding or design experience required.Go to shopify.com/Tim to sign up for a one-dollar-per-month trial period. It's a great deal for a great service, so I encourage you to check it out. Take your business to the next level today by visiting shopify.com/Tim.*For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissPast guests on The Tim Ferriss Show include Jerry Seinfeld, Hugh Jackman, Dr. Jane Goodall, LeBron James, Kevin Hart, Doris Kearns Goodwin, Jamie Foxx, Matthew McConaughey, Esther Perel, Elizabeth Gilbert, Terry Crews, Sia, Yuval Noah Harari, Malcolm Gladwell, Madeleine Albright, Cheryl Strayed, Jim Collins, Mary Karr, Maria Popova, Sam Harris, Michael Phelps, Bob Iger, Edward Norton, Arnold Schwarzenegger, Neil Strauss, Ken Burns, Maria Sharapova, Marc Andreessen, Neil Gaiman, Neil de Grasse Tyson, Jocko Willink, Daniel Ek, Kelly Slater, Dr. Peter Attia, Seth Godin, Howard Marks, Dr. Brené Brown, Eric Schmidt, Michael Lewis, Joe Gebbia, Michael Pollan, Dr. Jordan Peterson, Vince Vaughn, Brian Koppelman, Ramit Sethi, Dax Shepard, Tony Robbins, Jim Dethmer, Dan Harris, Ray Dalio, Naval Ravikant, Vitalik Buterin, Elizabeth Lesser, Amanda Palmer, Katie Haun, Sir Richard Branson, Chuck Palahniuk, Arianna Huffington, Reid Hoffman, Bill Burr, Whitney Cummings, Rick Rubin, Dr. Vivek Murthy, Darren Aronofsky, Margaret Atwood, Mark Zuckerberg, Peter Thiel, Dr. Gabor Maté, Anne Lamott, Sarah Silverman, Dr. Andrew Huberman, and many more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Who doesn't love sports? But not everyone is a sportsman. One requires good perseverance and mental strength combined with physical energy to become a good sportsperson. Making a career in the field of sports is all the more daunting as you also have to be able to make a good living besides performing well. The entire gamut of striking deals, entering into contracts and getting endorsements is a time and energy consuming process. Hence, comes into play the sports management and coaching agencies who help sportspersons and athletes to make a career out of the sports. [00:37] - About Sue Izzo Sue is the founder of Mosaic Sports Management, representing action sports athletes, olympians, world champion surfers, X Games medalists.  She is also the co-founder and CEO of Sports Management Mastermind, which is an athlete education company. Sue is a business growth consultant and a keynote speaker. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Make a bigger mark in the stock market this year with My Investing Club. More details at https://myinvestingclub.com/chatroom My Investing Club 979 Story Road STE 7078, San Jose, California 95122, United States Website https://myinvestingclub.com Email prc.pressagency@gmail.com

Christie Garcia is an Ego Management Expert, Leadership Coach, Speaker, Facilitator, and Founder of Mindful Choice Leadership Academy. She has 18 years of experience in sales, recruiting, and coaching. For the last 10 years, she has worked with current and upcoming leaders from fast-growing organizations including Airbnb, Twitter, Movement For Life, and Sunrun. One of Christie's super-powers is helping her clients manage their Egos and build authentic confidence so they can maximize their success at work and at home. Christie's modern approach is designed to be simple. You just have to choose to be 1% better every day. Christie's services include Leadership Development, Executive and Management Coaching, Co-Founder Relationship Alignment, Team Building, Communication Training, and Keynote Speaking. In this episode, Dean Newlund and Christie Garcia discuss:The power of the unconscious mind The three types of ego How to counter your own ego Growing in understanding of yourself and others Key Takeaways:The unconscious mind got you where you are and it will lead you to that next chapter where ego is going to play a role in your life, relationship, and business. Your unconscious mind impacts everything. There are three types of ego: the controller, the compiler, and the protector. Each of us typically has all three of those egos, but with one or two of them being dominant. Your ego thinks fast, it's triggered by emotion, and when it's triggered it becomes defensive. The way to counter this is by taking a breath, being calm, and being conscious of your mindset. Once you bring awareness to yourself, look at what's really happening in the room and try to correct the direction of the discussion.Normalize it, get to the root, and just carry it. Don't give yourself any judgment, but make sure to recognize that you have ownership. Then, you are able to empathize with other perspectives around the situation. "Normalize it, get to the root, then now just carry it. Once you have a level of self awareness and ownership, you can get really curious as to why do [you] do that.  That's how you uncover those belief systems and mindset." —  Christie Garcia See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I  Connect with Christie Garcia:  Website: www.mindfulchoiceacademy.comInstagram: https://instagram.com/mindfulchoice_Facebook: https://www.facebook.com/mindfulchoiceLinkedIn: https://www.linkedin.com/in/christiegarcia/ Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/Twitter: https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370  Show notes by Podcastologist: Justine Talla Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Nico Rose spricht über Führungskräfte, Coaching, Positive Psychologie, Salutogenese, Stärken, Übungen… und ein kleines bisschen auch über Heavy Metal. Er erläutert die Vorteile des VIA-Charakterstärken-Tests und macht neugierig auf die Übung „Das beste Selbst im Spiegel“. 

Take back your confidence and make better choices and decisions in work and life with Tony J. Selimi's breakthrough coaching and mentoring for 6 to 9-figure business owners, CEOs, entrepreneurs, and senior executives. Learn more at https://tonyselimi.com/services/coaching-packages Tony J. Selimi - Life Strategist and Business Coach Specialising in Human Behaviour and Maximising Human Potential 4 Riverlight Quay, London, Greater London SW11, United Kingdom Website https://tonyselimi.com Email info@tonyselimi.com

What you'll learn in this episode: Why a growth mindset is the key to making effective change Andrew's tips for beating resistance and making changes stick Why lawyers need to adapt their professional approach to become effective coaches and mentors  How to choose the right executive coach What lawyers of all levels can expect to gain from coaching About Andrew Elowitt: Andrew Elowitt JD MBA PCC worked for over twenty years both in law firms and as the head of a corporate legal department before becoming a practice management consultant and professional certified coach. He is the Managing Director of New Actions LLC, a firm that specializes in talent, strategy and leadership development for law firms, businesses, and government agencies. His work focuses on the people side of legal practice: how lawyers manage, lead, thrive, change, and find satisfaction. He is regarded as an expert on the use of coaching and emotional, social and conversational intelligences in leading and managing legal organizations of all sizes. Andrew is a Fellow in the College of Law Practice Management, an International Coach Federation Professional Certified Coach, Vice Chair of the ABA Law Practice Division Publications Board, and founding member of its Lawyer Leadership and Management Board. He is the author of numerous articles and is regularly invited to conduct workshops and retreats for his clients and to present programs to bar associations. Additional Resources:  New Actions: www.newactions.com  Elowitt's LinkedIn: www.linkedin.com/in/andrewelowitt  Transcript: Coaching is a powerful tool that can help lawyers in all stages of their careers become more effective leaders, mentors, and professionals. The legal industry has embraced coaching over the last 10 years, thanks in no small part to the work of Andrew Elowitt, founder of coaching firm New Actions and author of books “The Lawyer's Guide to Professional Coaching: Leadership, Mentoring, and Effectiveness” and “Lawyers as Managers: How to Be a Champion for Your Firm and Employees.” He joined the Law Firm Marketing Catalyst Podcast to talk about how lawyers can face and overcome their resistance to change; why a growth mindset is necessary for lasting transformation; and how lawyers should choose the right coach. Read the episode transcript here.  Sharon: Welcome to the Law Firm Marketing Catalyst Podcast. Today, my guest is Andrew Elowitt. Andrew is the managing director and founder of New Actions LLC. His firm provides high-level coaching, practice management consulting and retreat facilitation services to law firms and other professional service firms. He is a former lawyer and corporate executive. He's also an in-demand speaker. He is a very accomplished author who has been on the podcast before with one of this coauthors, Marcia Wasserman. We'll hear all about his journey today. Andrew, welcome to the program. Andrew: It's great to be back, Sharon. Sharon: It's great to have you. Thank you so much. Tell us about your journey. How did you get to where you are now? Andrew: I had been practicing law for 15 years, first in firms and then I went in-house. It wasn't something that hit me suddenly at 15 years. I realized I was a good lawyer and I was well-compensated, but my passion for the law, for legal practice, was ebbing. I wanted to do something more. I wasn't sure what it would be, but I definitely wanted to have a second act.  So, I got to that point 15 years in, like I said, and it was a matter of some awfully good luck. My best friend's weekend hiking buddy was a senior organizational development consultant who was putting on learning opportunities for an eclectic mix of people. I had known him socially, and I was introduced to him. I talked about what he was doing with the learning groups. He had a clinical psychologist, a college professor, an educational consultant, and a woman who did film editing and writing, so a lawyer in the mix made it all the more eclectic. Once I started that learning group, I was fascinated. It was like all the lights going on on the Christmas tree in Rockefeller Center. I went, “This is so interesting. I want to do this.” Then I started to train, and I probably read more in those first two or three years that I was training with my mentor than I had practicing law in the prior 10 years.  Then I made the transition into doing organizational development consulting. We were working with a lot of tech companies in Silicon Valley. Over time, slowly, I started to pick up more professional services firm clients, lawyers, accountants. A lot of my friends from the legal world were now in managerial positions. We'd get together and they'd say, “Andrew, we're having this problem,” and I'd give them advice. After about six months, they said, “You know what? We'll pay to have you go into the firms and help us with these things.” I went, “Oh my gosh, there's a niche here.” So, I started working with lawyers then.  At that time, which was the early 2000s, coaching in the legal world was not well understood. People thought I was a life coach. They had all kinds of misgivings, and I had to overcome that initially in making the transition. At this point, coaching is very well known and respected and utilized, not fully utilized, but utilized in the legal profession. Sharon: Do you think that's more in California? When I talk to people in other areas of the country, they don't really know what coaching is. They're going, “Coaching, what's that?”  Andrew: Yeah, occasionally I get that. I don't think there's a big geographic difference anymore. Maybe on the coasts there's more understanding of coaching. The legal community has followed the business community. The business community was a much earlier adapter and user of coaching. You certainly saw that in the tech companies. One of the reasons why was because you had a lot of younger, relatively inexperienced managers coming in, and they needed help. Brilliant people, great subject matter experts, but they didn't know how to manage, especially managing people. That's one of the reasons why there was a lot of traction for coaching in tech centers, both on the west coast and the east coast.  Law has followed that, and I think it's a matter of what the business models are for businesses versus professional services firms. As you know, partners or senior attorneys have their producer/manager dilemma. They're the ones that are on the factory floor grinding out the equipment or the product. At the same time, they need to manage, but do they have the time? There's a built-in tension there. Do I step away from billable hours to do the work? Do I step away from client development to do the managerial piece? It's a built-in dilemma. You don't see that on the business side. On the business side, with the executives I work with, which is anywhere from 40% to 60% of my practice, they are managers. Their job is to manage the people that report to them and to collaborate with the people in their organizations. It's different than in law firms. Sharon: Law firms are their own animal. One of the ways is exactly what you're talking about. You have tension. What do you tell people who come and say, “I love the business side and I like client development, but I don't like the law. I don't like to write briefs. I don't like to read them. What can I do?” Andrew: First of all, that resonates with me because that was my feeling about the law. I know I was a good technician, but I much rather would have been negotiating. I think that's one of the reasons why I was happy going in-house. I got to be the client, and I was more involved in the business affairs of my organization.  For those people, I think it's great that they have wider interests. The people who like client development, they're the future rainmakers in a firm. The people who like doing the managerial piece are really important. Now, there's a problem because they may be very good at it, but firms are still slow in rewarding and incentivizing people to take on those managerial roles.  One thing we've seen in big law, the largest law firms in North America and around the world, is the emergence of professional managers. People that may or may not be lawyers are now doing the administration and the leading of firms. There can be challenges to that. In a lot of jurisdictions, you can't have nonlawyers, people that are not certified as lawyers, being equity holders in a law firm. That makes the compensation and incentivizing issue a lot more complicated, but I think we'll see more of a continuation in that direction. It's great to have people in firms that are interested, passionate, experienced and competent in management. It makes a big difference in the bottom line. Sharon: I had forgotten how it's become so professionalized on the business side in many ways. I can't remember; it'll come to me later. I was trying to remember when I was at Arthur Andersen. There was such a big dichotomy between fee earners, non-revenue generators and revenue generators. I always felt like, “What are you talking about? We bring in this much.”  Anyway, you said you were doing training in organizational development or coaching. Andrew: It started out with organizational development. That was the focus of our learning group. It was great for me. I was with people more senior than I in terms of work experience, not necessarily in terms of age. We started with a couple of learning groups in Los Angeles. Then my mentor, Don Rossmoore, got invited to Xerox's Palo Alto Research Center, PARC, to lead learning groups there, so we had other professionals and executive coaches that were in-house for Xerox. We had people from Apple, Hewlett-Packard, Sun. It was the whole list of tech companies. This is back in the 1990s. It fast-tracked me to have all those people available to learn from.  Our last learning groups morphed into a consulting group that was a bit informal. Very different from law firms, where everything is very structured. This was, “Do you have the availability? O.K., we'll work together on this engagement.” I learned a tremendous amount there. We were usually dealing with larger issues throughout an organization.  What I found in doing that was I loved the strategic part, the systems part of that, but it really comes down to implementation. When it comes down to implementing the changes we're recommending, that goes back to the individual. Often the individual executives and managers were having difficulty implementing the changes they knew they needed to make, including changes in the organization, changes in the team they were leading, or changes in themselves. It's the individual. That's where I really began the transition into coaching. I didn't think I was very good at it initially. I still feel that way. I had to unlearn a lot of qualities and approaches that made me a good lawyer, but not necessarily a good coach. For example, as a lawyer, you need to be prescriptive and directed. You're there to provide a solution. A client comes to you with a problem, then, “O.K., well, this is what you should do.” That doesn't necessarily work well when you're coaching. It's better to work more collaboratively with your coach-ee to help them come to their ideas and figure out what they need to do. I had to stop myself. I had to restrain myself from jumping to solutions and saying “Here's the roadmap. Here are steps one through five. Do them.” That was me at the beginning. I had to sit on my hands and zip my mouth and go, “I have some ideas about this, but I'd like to hear from you first. What do you think would be a good approach?” It's bringing them more into the picture.  That was one of the biggest and hardest changes for me, but I found I really liked working with executives. There's something about working with people one-on-one I found very satisfying, far more satisfying than working with people one-on-one in the legal capacity. I went in that direction with executives and lawyers and a few other service professionals from time to time, but I wouldn't identify myself in those positions. That's pretty much the journey that I took. Sharon: Do you find that you have to put on a different hat when you're working with a lawyer, and then another hat when you're working with an executive? Andrew: That's a great question. It depends on the lawyer and the executive. Sometimes I have to put on a different hat with the same person from one session to the next depending on where they're at. With lawyers, Sharon, it's usually a matter of the issues we're dealing with. On the executive side, it's pretty much pure management and leadership skills. Lately with the pandemic, resilience and finding a healthy work/life integration are huge, huge issues. For the last two or three years, that has been a theme in almost all of the coaching I've done.  On the legal side, it's different. It's not pure management and leadership. At the younger levels of an attorney's career, we're more often focused on issues of productivity, time management, work-flow management. They are on the receiving end of delegation and feedback, so a lot of it is helping them learn how to receive delegation and feedback and how to help them make the people giving them the feedback and delegation even better.  It's a sweeping generalization, but I think it's true that lawyers don't have a lot of formal training in managerial skills. Some who came to the law after working in another area may have that. Some who took management classes in college or grad school, they may have some familiarity. But basically, when it comes to people management, lawyers don't know a lot. They are replicating the ways they were managed, which means they may be using managerial and leadership approaches that are two generations old, which are not great with millennials and Gen Z.  So, a lot of is helping people learn how to manage.  Now, I said I started with people at the lower level. As you get higher, then it is learning those managerial skills, delegating, giving feedback. How do you hold the people that work with you accountable? How do you collaborate with other people? As you go further up, it becomes more client-facing, so it's about developing those client relationships. Then we get into business development. I'm not a business development specialist, but I'm very good at helping attorneys that have support for client development within their firm and may even have dedicated client development people.  They know what they should be doing, but they're not doing it. It's the classical example of the knowing-doing gap. This is something that's not unique to lawyers. There's something we know we should do, but do we get around to doing it? No. That can be the case with a lot of lawyers when it comes to business development. I'm very good at helping them understand what's holding them back. Typically, it's nothing external; it's nothing in the firm or the environment. It's something in them. We acknowledge what the inner obstacle is and we work past it and through it. I have a good record of getting them into gear and getting them developing clients.  Finally, when we get to partner-level, practice area heads and executive committee members, then it's a lot about leadership and management. That's where there's the most similarity to the business side or the executive side of my practice. Sharon: Do you work with people at all different levels, depending on where they are when they contact you or the firm brings you in? How does it work? Andrew: For firms, it's virtually all levels. Large firms will bring me in. I'll work with their professional development or talent development people. Most often, they have a high-potential associate and there may be a couple of things that they're struggling with. As I think most of your listeners will know, it's expensive to find new people and onboard and train them. You don't want to lose that human capital. So, coaching can be very helpful and cost-effective in helping those people overcome the problems they may be having.  It may be something like time management. You have an associate who's starting to trend late on their deliverables. It's the work they need to get to partners. It's overly simple to say, “Oh, they need to work harder and faster,” or something like that. It may be an issue—it often is—where they're not doing a good job of pushing back against the people giving them work. There are lot of people all over the world and there are a lot of associates. They're hesitant to say no to a partner when a partner hands them a piece of work. What they end up doing is overloading themselves because they are overly optimistic about what they can achieve in a given amount of time. So, helping them learn how to push back is a way of dealing the time management issue. Sharon: I can see how it would be very hard to say, “I don't have time,” or “No,” to a partner. That must be very, very hard. Andrew: There's a skill and art to it, a lot of finesse. With some partners even more finesse. Sharon: Is there resistance? It seems like there would be. Maybe I have an old image of it, but it seems like there would be people who say, “I don't need coaching,” or “I've failed if I have coaching. Andrew: Happily, there's less and less of that. That sense of failure, I don't run into that much anymore. Usually with younger associates, they may feel like, “I should know this. This is a flaw in me. I'm not doing a good job of this.” Often, they're their most severe critics, so I make it very clear to people I coach that I'm not there to fix them. Seldom am I dealing with somebody who really has a risk of being fired from a firm. It's usually developmental. Usually, they're worth investing in, and the firm is spending money to help them become more productive and a tighter part of the firm.  The one thing you did mention is that some people think, “I don't need coaching.” I'll initially talk to a prospective coach-ee—and this works on the executive side or the legal side. I qualify them, which sounds like turning them into objects, but it's coach-speak for talking to them to see if they're coachable. Not all people are. Most are very earnestly interested. They want the help. They're stuck. They don't know what to do, but they know they need to do something. Occasionally, you'll find somebody who points the finger at everybody else. They say, “I'm not the problem. It's their problem, if you could just help them.” That's not going to be a good coach-ee.  The other thing you look for is a growth mindset versus a fixed mindset. People with a fixed mindset think, “This is all the intelligence I have, all the social skills I have. What you see is what you get. I'm not going to change. There's not a lot of room, if any room, for improvement.” Why spend time, energy, money on dealing with a person or trying to help a person who is saying, “This is where I am and I'm O.K. to be there”? There's no upside potential. You want people with a growth mindset who are curious, who are saying, “I want to learn how to do this.” It's a challenge. You want people who can say, “I've really messed up doing this. I can tell you about the last three failures I've had.” That level of self-awareness and candor makes for a great coach-ee. Sharon: I'm thinking there are some similarities. Sometimes a partner will say, “I know how to do it. I did it this way. They can learn how to do it this way.” Can that change? They may be resistant, or maybe they're not coachable. What do you think about that? Andrew: There's often a degree of resistance in making changes. There's a reason why we are the way are at a given moment. Often, it's because something has worked well for us in the past, and that's fine. It makes sense to me. It got you to where you are. Why change it? You don't want to take that risk. But that mindset ignores the fact that our world is changing really quickly.  Let's use the example of working virtually. There were people that said, “No, I only want to have face-to-face meetings.” This goes for coaches and their coaching sessions as well as clients and people in their firm. But the world changed, and all of a sudden, we got a lot better working virtually.  Sometimes you do run into people who are resistant. If you're coaching them, you can start to work with them on resistance. You can say, “I can see why this would work for you. I can see the track record. I'm curious. What do you imagine might happen if you tried doing this differently?” I will lay out a scenario of what different would look like. When you start to engage them in that conversation, that's where you listen and hear what their fears are, what their expectations are, why their fears may be justified. Often, they're not. They're thinking something horrible will happen, and you can say, “There is that risk, but here's the opportunity. What do you think?” So, you can subtly, gently shift them.  Sharon: It sounds like you have opened up people who were closed when you walked in. Andrew: Yes, all the time. Sharon: I know you went to the Institute of Management Coaching. Andrew: No, my training didn't include IMC. In terms of management training, I did get my MBA from Marshall School of Business at USC. The learning group supplemented a lot of that. A lot of it was self-study, but I also took workshops and got certified in Essential Facilitation. That was something I found extraordinarily helpful and is a big part of the work I do. There was also action science, which is, again, organizational development oriented. It helped me to understand the dynamics of organizations.  The other thing in terms of training was my coaching training. One thing about coaching that is very different from lawyering is how you become a lawyer. Typically, you're doing your undergraduate work; you're going to law school; you have to take the bar exam. There are a lot of steps, a lot of certifications, that help with quality control. On the complete other side of the picture, we have coaching. You want to be a coach? Go to your stationery store or big office supply place, get cards printed up that say “coach,” and you're a coach. There's very little in the way of, at least, governmental oversight. The last I checked, which was a few years ago, I think the only state that said anything about coaching in their laws was Colorado. It said that coaching is not considered a mental health profession, so it was excluding coaching. Nothing about what you have to do to be a coach.  So, it's incumbent upon coaches to get training. There are a few organizations that sanction training and offer certification. I'm an International Coach Federation Professional Certified Coach. Boy, is that a mouthful! ICF is probably the leading and most well-known organization for certifying coaches. It's not the only one anymore, but it is an effort to raise the standards of the profession and to make sure that people who are using coaches get somebody who knows what they're doing. Sharon: Did you have to take some training and go through at least one class? Or could you just send in your money? Andrew: That's a great question. There are some organizations where basically you're paying to be on an online list of certified coaches in the area. That exists. I shake my head in dismay about that. As far as I see it, you have to go through an approved training program. Mine was Newfield Network. It was a nine-month program. I think we met three times for three or four days in person. There was a lot of virtual work, albeit this was so long ago that it was by telephone in between. It was rigorous.  There are several good coaching programs. ICF approves them. They have lists of them. What we're seeing more of, both on the executive side and in law firms, is that they want people that are certified coaches. Certification of a coach doesn't necessarily mean they're the right coach for you or they're a great coach, but it does mean they've taken it seriously enough that they put time and effort into it. They know what they should be doing. Hopefully, they're also doing it.  Sharon: You've been a lawyer and an executive, but being a lawyer, I can see how that gives you so much of an advantage. I'm thinking about how many times we've had to write a press release and weren't exactly sure—we did know, but we're not lawyers. It gives you an advantage. Andrew: Yeah, it does help. Especially in the past, it helped a great deal. If you look at studies of lawyer personalities versus the general population, lawyers typically are slower to trust other people. It makes sense. It's not a bad quality to have considering how we need to protect our clients' interests. But I found that lawyers and administrators in law firms are very happy that I have a legal background.  There was this one moment relatively early in my career where I was sitting across a managing partner's desk. He was starting to explain to me realization rates, and I held up my hand and said, “It's O.K.” He stopped and went, “Oh, that's right. You've practiced.” His shoulders sank down a couple of inches, and he sat back in his chair and said, “That's so nice that I don't have to go through all that explanation.” Understanding the context of what goes on in a law firm helps a tremendous amount. So, that is good. With that said, not everybody has to have a legal background. But I think some of the most effective coaches I know do have that background. Sharon: I can see how that would make you very effective, especially being on the other side of the desk in any capacity. If you were a lawyer at one point, you know about doing the work and getting the work. There's a difference there. I love the name of your firm, New Actions. That's what all of this is about, right? Andrew: You nailed it, Sharon. Especially when I started the firm, there was, like I said, a limited understanding of what coaching was about. Coaching can be these wonderful dialogues and interesting conversations you have with a coach-ee. What you want to do is get results—at least, that's my philosophy—and the results are helping people make changes. Where they are doing is not satisfactory for some reason. They may be unclear about a direction. They may need new skills. They may have difficultly working with people in the system of their organization or getting past that knowing-doing gap we talked about. It could be all those things, but people have to start taking new actions to get new results, better results. That's where the name came from.  Sharon: Do you think results last? Maybe they try the new actions once or twice and say, “Oh, that's different,” but then they forget. Maybe I'm personalizing it. I'm thinking you forget.  Andrew: Yeah, as I said earlier, there's a reason why people do the things the way they do. It's easy for people to revert back. That's one of the problems we find with training in a business or a professional firm environment. I'm sure you experienced that in doing trainings with lawyers and seeing they've learned all this new stuff. They'll do it for a couple of months, but without reinforcement, people do start to revert back to old behaviors. The six-month mark is my ballpark estimate. I liken it to having taken a foreign language in high school. You don't take it in college. You don't go to that foreign country. You don't use the language. You lose it. It certainly happened with me. That is a problem.  The difference with coaching is there is a reinforcement. Sometimes we do spot coaching or laser coaching. It may be three sessions. When it's really short, we're probably dealing with a specific issue or problem, but most executive coaching goes for six months. That's our target area. Often, it may extend a little bit longer than that. In the first part of the coaching, you're understanding the person, why they're doing what they're doing. Then you move into what they could be doing differently. In the middle third—and this is very rough as to the time—they're practicing the new skills, the new behaviors. They're understanding what works for them and what doesn't. The last third is really more practice. It's integrating those skills so they become second nature, almost automatic. That's where what you learn in coaching can become sticky, if I can use that term. After you finish coaching, it's going to stick with you.  I was just thinking of this while on LinkedIn. A former coach-ee of mine posted that he got a promotion, and I sent him a congratulations. I got back a comment saying, “Thank you so much for your coaching. I'm still quoting you.” I coached him about four years ago. That was the kind of gratification I was talking about earlier, the difference between being a lawyer and being a coach. I don't remember what I said or what he's quoting, but it stuck with him. He's using it, and he's in a global world now. That made me very happy. I had a big smile for the rest of that day. Sharon: As a lawyer, when should I consider getting a coach? What would I be dealing with? What should I look for? Andrew: O.K., two different questions. Often, the lawyers I'm working with, their firms have contacted me or they've been instrumental. With that said, one positive trend I've seen is that younger lawyers are saying, “I would like a coach. I need a coach.” Lately a lot of them are saying, “I'm overwhelmed. I'm stressed. I have too much work for my ability to handle it. I need to get better organized.” They're initiating that. The first step for a lawyer at any stage of their career is that you're dissatisfied with the way things are. You may have a good idea of where that's coming from. You may sense, “I want to stop doing whatever I'm doing now,” but knowing what you want to stop doing is different from knowing what you need to be doing differently. The analogy or metaphor I use is think back to being on the playground. We had monkey bars, I think they were called. Those were the horizontal bars that went across. You grab one and then you swing to the next one. What you learned early on as a kid was that if you don't have some forward momentum, you get stuck. Then you would end up letting go and dropping to the ground. In making changes, you have to be able to release the hand that's on the back bar. Sometimes in coaching, it's unlearning what you were doing. If an attorney finds themselves in that position, that's where coaching might help. It's not a panacea. It's not perfect for everybody.  I'm a good coach, but I'm not the right coach for absolutely everybody. Rapport is very important. Fit is a very important thing. Typically, when I work with somebody, I qualify them and they're qualifying me. Do they want to work with me? It's important that you feel a degree of comfort with your coach. As I've gone on, I think you can be too comfortable with a coach. You want a coach who can challenge you and be honest with you and be able to say, “No, I'm not saying this,” or “No, I don't think is working for you,” or “Hey, it sounds like there's an internal contradiction in what you're saying to me.” A lot of coaching is helping people get past their blind spots. We all have blind spots. That's not a failure. I think it's wired into us. Having another person there, especially an experienced person who can help us see what those blind spots are once you recognize you have them, that opens up a lot of possibilities for taking new actions. Sharon: You mentioned in some writings that you've helped people with difficult conversations. There are a lot of difficult conversations. Can you give us some examples in law? Andrew: There are two conversations that come to mind. One I alluded to earlier, which is pushing back on partners. Just recently I co-presented at a professional development consortium summer conference. It was a program on helping passive and timid associates learn to push back and manage up. For all the talk about law firms being flat organizations—and it's true; they do have fewer layers than a lot of business organizations—they're still pretty hierarchical. Younger attorneys can be overly deferential and very uncomfortable in saying no or pushing back. It can be a lot of different things. I don't have the bandwidth to handle work, like I mentioned earlier. How do you say that?  This can especially be a problem if you have one associate who's getting work from multiple partners. Then it's like, “Well, I'd like to do your work, but I'm slammed.” That can be a difficult conversation for an associate. In helping them, one learns that they need to do that and it's O.K. for them to do that. Actually, if they're just a passive person who's not providing that information to the people who are giving them work, they're harming the firm, harming clients potentially, and definitely harming themselves. That is something that's come up a lot lately, at least enough that the presentation we did this summer was very well received and attended. It's something that professional development managers and directors in big law are hearing from their associates. That's one area.  The second difficult conversation is around feedback. This is difficult in a way because it's not done enough. Often, in the rush of doing tasks and taking care of client matters, lawyers don't hit the pause button and spend time with the people who report to them and give them feedback on how they did. I remember this when I was a lawyer. You would finish a transaction. Rarely did we have the time to do a debrief. What worked well? What didn't? “This was great what you did. It really moved us forward. This is what you could have done differently that would have helped. Next time, maybe you can do it.” Feedback conversations are often missing.  The other thing in feedback conversations is that they can be very top-down and done with a lack of curiosity about what was going on with the associate. Those conversations can take a more collaborative tone, become more of a dialogue, be less about the problem. “Here's the problem that came up on this case. We were slow in responding to every filing the opposition brought to us. Let's get curious about why that happened. What can we, not just associates, but all of us as a team do differently?” Those sorts of conversations.  The hardest ones, Sharon, are obviously the conversations between partners in terms of strategy, direction, and compensation. Those are given to be difficult, and I do get pulled in to help. I'm a facilitator in those. I don't have a dog in the fight. I'm just trying to help people understand one another's perspective. What facts they're looking at, what their rationale is based on, trying to change it from a legal argument with pros, cons and who's going to win to more, “Let's look at the whole business of the law firm. Let's see what's good short-term and long-term for all of us, not just part of us.” Sharon: Each of these are very interesting scenarios. I give you credit for even being able to endure them, especially the first one. Covid probably changed this, but I do remember a partner saying, “What do they think evenings and weekends are for?” I always think of how partners would say, “This guy didn't make it in terms of client development. It was clear they weren't going to become a partner. I coached them out.” I always think about, “What did you say? How did you do that? Andrew: I'm not sure what coaching somebody out necessarily means. Let's stop here and think about lawyers as coaches. This is one of the things in my first book that I went into in some detail in one of the chapters. The skills for being a good lawyer, when you line them up against being a good coach, there's not a lot of overlap. Lawyers, to be good managers and leaders, they need to take off their lawyer hat at times. If they're coaching, which is a very potent, effective way of managing your people, you have to not approach it as lawyers.  For an example, as lawyers, we often ask closed-ended questions. We're getting to the facts. In coaching, open-ended questions are much better. You want to see where the conversation is going to go. You want to learn more about what's going on with the other person. In coaching, you also have to be listening very attentively, not thinking about, “What am I going to say in response to this?” Again, I'm going back to one of the shifts I had to make when I made the transition. As a lawyer, I'm thinking, “This is what I'm hearing from opposition. Now, how am I going to counter that argument? What am I going to say next? How do I want to navigate this conversation?” It's more oppositional in that way. You really do have to take off the lawyer hat at times to be effective. Sharon: Your first book, “Lawyers as Managers,” talks about that. Am I remembering that correctly? Andrew: That's the second book with Marcia Wasserman. The first one was “The Lawyer's Guide to Professional Coaching: Leadership, Mentoring, and Effectiveness.” That was, I think, back in 2012. It's available now. I think you can find used copies on Amazon. The ABA still has it as an e-book. Coaching in the last 10 years has certainly changed within law firms. At the time it was written, it was to help lawyers and firm administrators understand the potential of coaching. I'm happy to say I think that potential is increasingly realized. I wouldn't say my book is responsible for that solely. Absolutely not, but it was one piece that helped. In “Lawyers as Managers,” Marcia and I look at the role that lawyers need to take as people managers. Lawyers are generally good managers when it comes to technical aspects. You give a lawyer a spreadsheet, they're probably pretty good at dealing with it. Things like budgets. When you come to the more interpersonal stuff, like client development, lawyers aren't as good. When it comes to people management, there really was a lack of understanding.  Marcia originated the idea. We were at a meeting, and she said, “I'm looking for some materials on leadership and management for lawyers. Do you have any?” I said, “I have a few articles I've written for bar associations, but most of the stuff out there is general management and leadership. It's tailored for the executive committee, the business community.” A couple of months later, we had the same conversation. I said, “Marcia, we're going to have to write the book,” and she agreed. Little did she know what she was getting herself into. That, I will say, is the definitive book on people management for lawyers. Sharon: To end, can you tell us about one of the difficult conversations you've had? I don't know how many times I've stopped myself and just said, “I can't do it,” or “I'll go around it.” Andrew: I'll speak in general terms. Again, I'm going back to when I was first making the transition to coaching. I found a great deal of difficulty in having uncomfortable conversations where I had to deliver bad news. I had to tell somebody what they were doing was not working at all. It wasn't even neutral. It was really harming them and other people. In short, they were really messing up.  I was very gentle. I was bypassing. I was softening, diluting, sugar-coating messages that needed to be heard. I realized that I was playing nice. I didn't want to upset the other person. I didn't want to feel my own upset in doing this, so I wasn't providing value and the proof that they were making the changes they needed to make. This was maybe in my first two or three years of coaching, and I started to realize this isn't good. I was stuck and working with my coach at that time. I realized I had to let go of my personal discomfort if I was going to be more helpful to my clients, and I started to make the change. Now, I am honest. Sometimes people will say, “Can you predict or guarantee any results?” and I go, “No, absolutely not. Coaching at heart is a partnership. We're working together. I can't fix you. I can't wave a magic wand. It's on both of us. I'm here to help you, but just like I can't wear your clothes, I can't do everything for you. We're going to work together.” I do make three promises. One, I listen. I listen very attentively to what my coach-ees say and what they're not saying. The second thing is I am honest. I am very honest. I will not hold back in terms of what I'm hearing or the impact it's having on me. If a coach-ee is saying something and I'm not believing them, I'll say that. I need to. If I think something is B.S., it's the same thing. If I think they're fooling themselves, same thing. There are times where I have to deliver tough feedback.  The third promise is I'm compassionate. I don't beat people up in the process. I won't sugar-coat, dilute, or bypass. I deliver the message, but I understand they have feelings. In giving them this feedback, it may affect their emotions and their own identity as a person and a professional. I'm aware of it and sensitive to that, but I still get the message across. I figure that in the first two or three years of my coaching, I was sugar-coating. For the last 22 years, I think I have a good record of being straight with people and getting results. Sharon: Andrew, I'm sure you do get results. Thank you so much for being with us today. Andrew: It's been a pleasure. I've enjoyed it immensely. Thank you, Sharon.

NFL Insider Amy Trask (CBS Sports) joined Ben & Woods on Tuesday morning! Listen here as Amy talks about Monday Night Football last night, clock management, coaching hires, knowing when it's time to move on from a player, and MUCH more!

Du willst nicht nur studieren, sondern gleichzeitig wertvolle Praxiserfahrung sammeln? Komm zur iba. Egal ob BWL, Sozialpädagogik, Management & Coaching, Gesundheit & Therapie oder Technik & Ingenieurswesen – bei uns ist mit Sicherheit der richtige Studiengang für dich dabei. In Teil 1 des heutigen Interviews bewirbt sich das Unternehmen bei dir und in Teil 2 erfährst du, wie du die iba im Bewerbungsprozess von dir überzeugst. Unser Gast Guillermo Ribes, leitet die strategische Entwicklung und ist insgesamt seit 13 Jahren bei der iba. Angefangen hat er als Honorardozent neben seiner Tätigkeit als Marketing & PR Berater für verschiedene Regierungen. Vor 6 Jahren ist er dann in das Nationale Marketing der iba gewechselt.  Im 1. Teil des Interviews stellen wir folgende Fragen, welche normalerweise dir im Vorstellungsgespräch gestellt werden: Was sind eure Stärken und Schwächen? Was sind eure größten Herausforderungen? Wo seht ihr euch in 3-5 Jahren?   Und im 2. Teil des Interviews geht es um: Wie sieht der Bewerbungsprozess aus? Wie überzeuge ich mit meinen Bewerbungsunterlagen? Wie überzeuge ich euch im Vorstellungsgespräch? Du willst dich bei der iba bewerben? ibaDual.com Diese Folge wurde veröffentlicht unter der Kategorie Bewerbung ----------------------------------------------------------------------------------------------- Folge uns auf Instagram für noch mehr Inspiration: https://www.instagram.com/berufsoptimierer/?hl=de   Hier findest du die Links zum Coaching und zum Bewerbungscheck   Bewerbungscheck: https://www.berufsoptimierer.de/bewerbungscheck/   Coaching: https://www.berufsoptimierer.de/coaching/

Du willst nicht nur studieren, sondern gleichzeitig wertvolle Praxiserfahrung sammeln? Komm zur iba. Egal ob BWL, Sozialpädagogik, Management & Coaching, Gesundheit & Therapie oder Technik & Ingenieurswesen – bei uns ist mit Sicherheit der richtige Studiengang für dich dabei. In Teil 1 des heutigen Interviews bewirbt sich das Unternehmen bei dir und in Teil 2 erfährst du, wie du die iba im Bewerbungsprozess von dir überzeugst. Unser Gast Guillermo Ribes, leitet die strategische Entwicklung und ist insgesamt seit 13 Jahren bei der iba. Angefangen hat er als Honorardozent neben seiner Tätigkeit als Marketing & PR Berater für verschiedene Regierungen. Vor 6 Jahren ist er dann in das Nationale Marketing der iba gewechselt.  Im 1. Teil des Interviews stellen wir folgende Fragen, welche normalerweise dir im Vorstellungsgespräch gestellt werden: Was sind eure Stärken und Schwächen? Was sind eure größten Herausforderungen? Wo seht ihr euch in 3-5 Jahren?   Und im 2. Teil des Interviews geht es um: Wie sieht der Bewerbungsprozess aus? Wie überzeuge ich mit meinen Bewerbungsunterlagen? Wie überzeuge ich euch im Vorstellungsgespräch? Du willst dich bei der iba bewerben? ibaDual.com Diese Folge wurde veröffentlicht unter der Kategorie Bewerbung ----------------------------------------------------------------------------------------------- Folge uns auf Instagram für noch mehr Inspiration: https://www.instagram.com/berufsoptimierer/?hl=de   Hier findest du die Links zum Coaching und zum Bewerbungscheck   Bewerbungscheck: https://www.berufsoptimierer.de/bewerbungscheck/   Coaching: https://www.berufsoptimierer.de/coaching/

Employees today want to be coached and led, not controlled and managed. For many supervisors, this means developing an entirely new set of skills. That is especially true in industries where command and control management practices exist. In this episode, we highlight five ways supervisors can effectively coach employees to improve performance. View this episode on the AEU LEAD website.About JoeAs Director of AEU LEAD, Joe White focuses on helping members transform operational goals into actionable plans through a structured change management process. Prior to joining AEU, Joe was a senior consultant for E.I. DuPont's consulting division, DuPont Sustainable Solutions (DSS). He joined DSS in 2011 to develop the next generation of safety practices using extensive research in behavioral sciences he's compiled over a period of nearly two decades. His efforts resulted in the development of The Risk Factor, which is now the flagship instructor-led offering for the consulting division. Combined, Joe has 26 years of operational safety experience, the majority of which was with DuPont. Joe has been published in Occupational Health & Safety Magazine for his prominent work in safety relative to behavioral and neurosciences and is an event speaker at many leading industry conferences including National Safety Council (NSC) Congress and Expos, American Wind Energy Association (AWEA), and National Maritime Safety Association (NMSA). Joe is a graduate of Virginia Commonwealth University and has a B.S., in Safety and Risk Administration.Where you can find JoeConnect with Joe on LinkedInaeulead.com/contact======================Supervisor Skills: Secrets of Success is a production of AEU LEAD. With 60 years of combined industry experience, our supervisor training program gives mid-level managers the skills needed to influence employees, customers, and peers. This increases employee engagement, reduces turnover and rework, and ultimately results in higher profits for their company. Find AEU LEAD: aeulead.com | Linkedin | Facebook

Dr. Nicky Terblanche is head of programme of the MPhil Coaching and senior lecturer and research supervisor on the MBA and PhD programmes at the University of Stellenbosch Business School (USB), South Africa. His academic interests include leadership coaching and information system. He also runs an executive and leadership coaching practice. He has an MPhil in Management Coaching, MScEng in electronic engineering and a PhD in Business Management. His research interests include artificial intelligence and machine learning in coaching and management, transformative learning and coaching, Social Network Analysis and complexity theory. He has published in a number of international academic journals and regularly presents at international conferences. He is also the creator or the artificial intelligence Coach Vici (www.coachvici.com). Email: nicktyt@usb.ac.za LinkedIn: https://za.linkedin.com/in/dr-nicky-terblanche-phd-b004177 RESEARCH: https://www.researchgate.net/profile/Nicky_Terblanche

You need all three! Let's talk about the differences between Leadership, Management, and Coaching and why they are all vital to your business.Weigh in Backstage After the Show and claim your free Monthly Business Review template at https://creativeceo.co/join --- Support this podcast: https://anchor.fm/the-creative-ceo-show/support

In this episode Larry chats with Annika McGivern , a Performance, Sport and Exercise Psychologist. Coming from a high-performance equestrian sport background, she has gained over ten years professional coaching experience. Combining this experience with a BA of Psychology from the University of Victoria, a MSc of Sport and Exercise Psychology from Ulster University, and a Practical Diploma in Coaching with Neuroscience, she delivers highly practical training and coaching for teams and individuals with a focus on optimal performance and wellbeing outcomes. With strong speaking and facilitation skills, Annika excels at engaging with individuals and teams in a way that supports real insight, growth, and development. Annika is a guest lecturer in Cognitive Behavioural Coaching on the UCC Masters in Personal and Management Coaching programme. She is a firm believer in promoting wellbeing through sport and business and has conducted research on current mental health challenges in equestrian sport.In this episode , we dive into mindset, values and goal setting for those looking to upgrade their life and improve their results.Enjoy.IG :  amp_performancepsych  Website : www.annikamcgivern.comMake sure to tag us on your socials when sharing  &  reach out with ANY questions, comments, or feedback .IG https://www.instagram.com/larry_doyle_coachingWebsite https://www.larrydoylecoaching.ieAffiliate Coaching  https://www.larrydoylecoaching.ie/join-the-affiliate/Music introSpark by Dj PYC @pycmusic

Frau Müssigmann hat in vielen Ländern gelebt und in den Bereichen Personalmanagement und Personalweiterbildung gearbeitet. Nach fünf Jahren Aufenthalt in China, in der schönen Stadt Zhuhai an der südchinesischen Küste ist sie über Osteuropa nach Deutschland zurückgekehrt, Heute ist sie eine sehr gefragte und anerkannte Trainerin und Coach zu Themen Team Strategie, Management Coaching und Interkulturelles Coaching, insbesondere in Bezug auf China. Mit ihr sprechen wir über die Erfolgsfaktoren für deutsche KMU, die zukünftige Geschäftsführungsposition für den chinesischen Markt zu besetzen.

In this episode we discuss ‘How can leaders build a coaching culture?' with Professor David Clutterbuck, Dr Lise Lewis and Dumisani Magadlela. We learn the nuts and bolts of implementing and cultivating a coaching culture in organisations. We ask: What do we mean by a ‘coaching culture'? How can you identify a coaching culture? How long does it take to create? How can we develop psychological safety in our organisations? Why is it important that the CEO adopts the role of ‘Coach Chief'? What pitfalls can we avoid when creating a sustainable coaching culture? How can we make a coaching culture sustainable? Hear how your organisation can benefit from adopting a coaching culture from today's panel of experts: Professor David Clutterbuck is one of the early pioneers of developmental coaching and mentoring and co-founder of the European Mentoring & Coaching Council (EMCC). Author of more than 70 books, including the first evidence-based titles on coaching culture and team coaching. He leads Coaching and Mentoring International, a global network of specialist mentoring and coaching training consultants.  Dr Lise Lewis is an accredited Master Coach, Mentor and Coach Supervisor and founder of Bluesky International, offering accredited training for coaches, mentors and coach supervisors. Her practice focuses on Relational Leadership Coaching. She is the Past President of EMCC Global 2011-2017 and currently Global Special Ambassador. Dumi Magadlela is an accredited international executive coach and accredited by the EMCC as a Senior Practitioner in Team Coaching. He is based Johannesburg, South Africa. Dumi co-founded the Ubuntu Coaching Foundation (UCF) at The Coaching Centre (TCC) in South Africa and is part-time faculty at the University of Stellenbosch Business School's MPhil in Management Coaching. Dr Natalie Lancer is a Chartered Psychologist, coach and supervisor. She is the Deputy Chair and Secretary of the British Psychological Society's Division of Coaching Psychology and an accredited member of the Association for Coaching. She is the host of this podcast series and invites you to email any comments to docp-tcppod@bps.org.uk https://www.bps.org.uk/member-microsites/division-coaching-psychology/podcasts © British Psychological Society 2022

In this episode, Dennis sits with special guest Ron Ward, author of "The Dirty Side of Leadership," to discuss the actions, qualities, and skill-sets practiced by effective and admired leaders. To purchase "The Dirty Side of Leadership: The Dirty Lessons about Management Coaching and Team Development," visit https://www.amazon.com/Dirty-Side-Leadership-Management-Development/dp/1641117435 If you like what you are hearing and want to stay in the loop with the latest in Street Cop Training, please follow our Facebook Page: https://www.facebook.com/StreetCopTraining

Increase Your Coaching Business by Delivering Workshops with Patrick Howell Coaching is a rapidly growing industry. Many coaches are looking for new ways to build their business. Offering workshops is an effective way to differentiate their service, offer value, and increase sales. It can also be a great way to build your expertise in your niche market. There are a variety of ways to increase your coaching business by delivering workshops. One way is by hosting a seminar with a guest speaker. This can be done in person or online. Another option is to offer webinars for clients who cannot make it in person. Webinars are great for coaching practice sessions, Q&A time, and providing additional content to clients who couldn't make the event. Join me in this exciting episode of the Business and Happiness Podcast as I engage with Patrick Howell and chat about how coaches can increase their coaching business by delivering workshops. Patrick Howell is the Director of the Coaching Studies Academy. After leaving his role as an international coach for one of the 'Big Three' leadership consulting firms, he pursued his passion for spreading ideas, information, and valuable content that empowers others. In addition to starting Team Development Group, a corporate training consultancy, in 2004. He currently teaches Management Coaching at the college level. He is on the board of the Institute for Advanced Human Performance. Tune in! During this episode, you will learn about; [00:16] What's in for you in today's episode [01:19] Increasing your coaching business with workshops [02:43] The role of workshops in attracting new clients [04:29] How and where to start coaching workshops [07:22] Aim to add value, not sell [08:54] Preparations you need to conduct the workshops [13:06] Steps you can take today to scale up your coaching business [14:50] Be confident in what you do [16:33] Doing workshops is a 10x of your business [17:40] Key take away lesson for you today [18:47] Episode wrap up and calls to action Notable quotes “The internet makes it easy for everybody to have the capability of doing workshops, anywhere in the world” -Braco Pobric. “Business is about consulting and sales.” -Patrick Howell. “The results of your actions may not be immediate.” - Braco Pobric. “Money is attracted to people who have a mindset of adding value to clients.” -Braco Pobric. “Business is a long-term venture. Don't expect meaningful growth immediately.” - Braco Pobric. Connect with Us Today! Patrick Howell LinkedIn: https://www.linkedin.com/in/patrickhowellnj/ Courses: https://coachingstudiesacademy.thinkific.com/ Braco Pobric Get access to all Life Success Academy Courses and Live Coaching: https://www.academyoflifesuccess.com/ Text me - 718. 500. 0831 Connect with me Life Success Academy - Website, Facebook Page, LinkedIn LSA Page, Facebook Group Braco's Website, LinkedIn, Facebook, Twitter, Instagram, Youtube, Podcast iTunes, Podcast Amazon, Podcast Spotify, Podcast Google

Streit unter Kolleginnen und Kollegen kann den Betrieb lähmen. Katrin Degenhardt spricht mit Jella Heptner, Arbeitspsychologin der BG ETEM, und Organisationsberaterin Daniela Wallraf-Pflug darüber, wie man Konflikte lösen und sie manchmal sogar als Chance nutzen kann. Die Gäste:Jella Heptner ist Arbeitspsychologin der BG ETEM. Sie unterstützt Unternehmen unter anderem dabei, Gefährdungsbeurteilungen psychischer Belastung am Arbeitsplatz durchzuführen. Und sie weiß: Sicherheit und Gesundheit am Arbeitsplatz sind immer auch Chefsache. Daniela Wallraf-Pflug ist systemische Organisationsberaterin und Geschäftsführerin von kompetenz:p. Sie begleitet ihre Kunden von der Entwicklung der Change-Architektur über die Moderation von Workshops, Meetings und Großgruppenveranstaltungen bis hin zum individuellen Management-Coaching. Weitere Infos gibt es hier. Das Thema:Hier gibt es den Artikel zu Konflikten am Arbeitsplatz aus der „etem“, Ausgabe 1/2022, zum Nachlesen: Mit kühlem Kopf und offenen Ohren Das Online-Tool der BG ETEM hilft Unternehmerinnen und Unternehmern dabei, psychische Belastungen in Großbetrieben systematisch zu erfassen und auszuwerten. Das Magazin:Die aktuelle Ausgabe steht immer unter etem.bgetem.de bereit. Sie wollen ältere Ausgaben lesen? Zum Archiv bitte hier entlang.

Do you ever feel like there's not enough time in the day? We all get the same 24 hours – so why do some people seem to achieve more with their time than others? Join Carol as she speaks to Gayle Goldner on improving time-management skills and the powerful tools for individuals to stay highly productive. You, too, can make the most of your time – starting right now! Stay tuned! Here are the things to expect in the episode: What are the benefits of good time management? How well do you manage your time? Assess your existing approach! How to prioritize work and meet deadlines when everything is #1? Scheduling: You may know what you need to do – but when should you do it? What is personal accountability, and how to develop it? And much more! Go to https://www.erincondren.com/ to help you achieve your goals with the planner that does it all! Connect with Carol Perlman: Website: http://www.carolperlman.com/, http://healthy4lifebycarolperlman.com Facebook: https://www.facebook.com/healthyforlifebycarolperlman/ LinkedIn: https://www.linkedin.com/in/carol-perlman-8a735513/ Email: carol@healthy4lifebycarolperlman.com Connect with Carol Perlman: Website: http://www.carolperlman.com/ | http://healthy4lifebycarolperlman.com Facebook: https://www.facebook.com/healthyforlifebycarolperlman/ LinkedIn: https://www.linkedin.com/in/carol-perlman-8a735513/ Email: carol@healthy4lifebycarolperlman.com

Finding the right coach in any industry can be a game changer, especially in property management.  Kathleen is a property management coach who has helped property managers achieve big goals, hit impressive growth numbers, and execute a game plan for success. Today she shares her expertise, tips, and tricks for how to maximize your business success through property management coaching. Register for a FREE webinar and training today   Learn more about Kathleen Richards' Property Management Coaching: PM Made Easy The Property Management Coach Website

Whether you are starting up or you're already a sales person, having sales management coaching is a must. How can you find the best mentor for your needs? In today's first episode of the year, Walter welcomes Tim Chapman. Tim is the Vice President of Elliptic and also the Managing Partner of Sales EQ. Together, they talked about how Tim started with sales coaching and what gets him going. He also discusses the different factors of hiring a new employee and the effects of KPI in a business. Tim also cites the most challenging aspects of his coaching job and the realistic expectations of those undergoing the sessions. Highlights Who is Tim Chapman? - 0:15 How much training and coaching he received when he was starting and how it helped him. - 4:50 The desire to prove somebody wrong and come back from failure. - 9:04 What gets him going? - 9:26 When hiring, what is he looking for? - 10:48 The big difference. - 18:36 Viewing it from the sales perspective: Is it a challenge? - 25:19 The purpose of KPI. - 28:23 Giving feedback without freaking people out. - 31:24 Words of wisdom for sales people. - 36:26 In a coaching session, you just need them to walk away with one solid thing. - 39:56 Is it a realistic expectation? How long does it usually take? - 41:32 Not everybody is in the right seat on the bus. - 46:16 Sometimes you have to call it out with your team and with your prospect. - 50:19 What's the most challenging aspect? - 52:38 Here's the theory and understanding of the Why and How. - 53:44 Restriction of cigar smoking in public in England. - 55:57 How Tim's relationship with cigars happened. - 56:11 What he's doing today and how to get in touch with Tim. - 59:28 Episode Resources Connect with Walter Crosby https://www.linkedin.com/in/walterlcrosby/ https://calendly.com/walter-helix/15-minute-virtual-cup-of-coffee https://helixsalesdevelopment.com/ https://helixsalesdevelopment.com/podcast/ walter@HelixSalesDevelopment.com Connect with Tim Chapman https://uk.linkedin.com/in/tichapman https://podcasts.apple.com/ie/podcast/crypto-decoded/id1568661759 https://www.listennotes.com/podcasts/crypto-decoded-elliptic-e1nAJKHD7k0/ https://open.spotify.com/show/4vq1aoasPpj47IkebfqgTi https://www.elliptic.co/meet-the-team Crypto Decoded

Our special guest is Andy M. Andy graduated from Executive Coaching as a client. He detailed his experiences from being a consumer of coaching services. His particular area was anger management. Through the coaching journey, Andy details what he learned as a result of executive coaching and how this has improved his work and personal relationships. For more information on executive coaching contact Bruce Cameron at 214-431-2032.

Welcome to another episode of #TipTopTipsEdu. In this episode, it was great to welcome Jordan Smithson to the show. Jordan Smithson is a bit of an inspiration. Already an experienced rugby coach, having worked with many teams and with England Rugby, Jordan is the IT Manager and Project Lead at All Saints' Primary School in Peterborough. He is also a Microsoft MIE Trainer and a passionate advocate for cloud technologies. He also founded his own business, JS COACHING.Linking to Jordan's passion for collaborative work and learning, rugby, coaching, cloud technologies and all things edtech, I dug deep into his experience to gain insights for sharing in this episode. With questions posed to get the most out of this experience, I asked:1. Teacher confidence levels are super important when it comes to engagement with edtech. What are your top tips for engaging with teachers and helping them learn best practices when using edtech?2. You have extensive experience as a rugby coach. What tips have you learned from this experience that you bring to your work with teachers?3. You're a big fan of cloud computing. What advice would you give to any schools looking to migrate local infrastructure to the cloud?4. I know you're and advocate of collaboration, so what top tips could you share for collaborating at a local, national or global level? 5. The floor is open, Jordan! Do you have any final tips that you'd like to share with our audience?These questions brought about some fantastic responses from Jordan – a true inspiration. But you'll have to watch or listen to the episode to hear his insights!To learn more about Jordan, his work and his various social accounts, please visit Jordan's website at https://jordansmithson.com or follow him on social media using @MrJSmithson_edu.  Thanks to Jordan for taking some time out of his busy schedule to catch up and share his #TipTopTipsEdu on the show!

What's the difference between management, coaching, and mentoring? How are these elements done? Management is dealing with your team on the day-to-day. Keeping track of their performance, skills, attendance, and data. Coaching them entails helping them through their day-to-day. Mentoring is about figuring out how to get to the big vision and the big aim. We aid that person's development rather than helping them meet targets. In this episode, Oliver and Jason talk about everything you need to know about management, coaching, mentoring and how to better understand each of these elements so you can successfully fulfill your role as a leader in the Call Center world. Learn more about leadership and the principles to be successful in your role. Learn more about how to build your Call Center Confidence Sign up for Reminders about Weekly Live Show Connect with Jason on LinkedIn Connect with Oliver on LinkedIn Follow Us on: Facebook Instagram LinkedIn

On this episode of the Engineers Hub Podcast, we got to speak with Engineering Project Manager Stephen Lu. Stephen has a BS Degree in Computer Engineering and a MS in Engineering Management. He currently works at Lockheed Martin. Outside of work, he is a public speaker and a career coach helping others achieve success in their career. Connect with Stephen on LinkedIn https://www.linkedin.com/in/stephenhelpsyou/Support the show

If you have been feeling overwhelmed mentally, contact Christina H Chororos at the Kairos Chronic Pain Coaching LLC (+1-908-370-5713) based in Scotch Plains NJ. She is a mental health coach who uses a combination of methods to provide solutions. Go to https://www.kairoschronicpain.com (https://www.kairoschronicpain.com) to learn more.

If you have been feeling overwhelmed mentally, contact Christina H Chororos at the Kairos Chronic Pain Coaching LLC (+1-908-370-5713) based in Scotch Plains NJ. She is a mental health coach who uses a combination of methods to provide solutions. Go to https://www.kairoschronicpain.com (https://www.kairoschronicpain.com) to learn more.

In this episode we speak to the inspirational Melanie Weller: a professional voice coach who can tell you exactly what you need to do to project yourself in the best possible way. Melanie works with voice professionals and non-voice professionals alike. Whoever you are, you're going to need this advice! Her clinical specialty is the vagus nerve, so we talk about how important this can be to your overall well being; not just your voice. We also had a fascinating conversation about how our bodies relate to astrology and the spinning of the earth's axis. Although this sounds a bit out-there, Melanie is great at giving practical advice that we can all act on immediately. This is one not to be missed! In this episode you will learn: How to project your voice to sound like a winning leader Why the voice is so important How your voice relates to the vagus nerve How the vagus nerve works, and why it's important How to stimulate the vagus nerve Exercises you can do for yourself The six major compression points The ‘leadership' compression points The triggers you should look out for when feeling stressed Where science meets mythology How to achieve true ‘vision' The importance of strong values How you can map the vagus nerve to your business The importance of breathing properly How your future is actually behind you Useful Links:  Find Melanie Weller's site free course with vagus nerve at http://www.melanieweller.com Email Melanie at: ask@melanieweller.com People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders   See omnystudio.com/listener for privacy information.

In this episode of Striving to Thriving, I interview Paul Curtis from Take Courage Coaching and we discuss topics related to health and wellness coaching specific to chronic pain, which affects over 50 million people in the United States and how a coaching relationship can make a significant difference. Paul is a board-certified health and wellness coach. He is one of the Staff Instructors and student mentor at Take Courage Coaching® also with a background in fitness training. He has prior experience in functional restoration and has been a support and guide to those who live with pain since 2012. He is personally familiar with the challenges and successes of his mother—who not only lives with chronic pain, but thrives in spite of it. Paul is fluent in Spanish, which now makes the TCC® program is available to Latinos. He loves spending time outdoors and when he is not coaching is usually on an adventure with his wife, Kirsten and black lab, Winchester. He currently lives in Big Sky country, Laurel, Montana.

Recruitment is one of the biggest headaches in business, but it really doesn't need to be. We speak to CEO and co-founder of Resume Sieve, Michael Yinger, about how you can automate the recruitment process and get really clever with the algorithms.  Once you've got the right tools, as Michael says, you can “take the drudgery out of the recruitment process.” What's more, the very same thinking can help you manage people once you've hired them, and you can even avoid the hardest bits of the recruitment process altogether by hiring from within.  Michael has some very impressive corporate experience, way beyond the realm of recruitment, so he really understands what busy leaders need in order to recruit and manage effectively. You'll be amazed at the sophistication of the systems he has helped pioneer.  Episode Highlights:  How to automate the recruitment process Do we still need CVs? Different approaches to recruitment for small and large organisations How to fill a job from within instead of going outside The “post-COVID tsunami” in recruitment How technology can help you understand introverts How to deconstruct CVs so a system can read them for you How to use a system to take the drudgery out of finding candidates How to work around the biases that managers/recruiters might have Managing through coaching rather than managing with direction How to measure employee performance with similar measures to recruitment When there can be too many direct reports The importance of double confirmation in management feedback Useful Links:  Michael Yinger on LinkedIn: http://www.linkedin.com/in/mikeyinger  People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders   See omnystudio.com/listener for privacy information.

We absolutely love it when people take a deep dive into the art of leadership. Susan Basterfield and Travis Marsh have certainly done that as co-authors of an inspiring new book called ‘Lead Together'. They've done some extensive research into many aspects of leadership, most notably the transformative power of ‘empathetic leadership', and why leadership climates fail. Susan and Travis have over 50 years' worth of coaching experience between them. They have an excellent track record of building collaborative cultures and helping organisations scale. The book is a really great read, and the conversation we have about it is packed full of brilliant hints & tips that any leader could benefit from. Episode highlights:  The 6 necessary roles of leaders Psychological safety What ‘empathetic leadership' really meansWhat you can do differently as a leader The importance of “checking in” at the start of a meetingHow to treat feedback so it is always constructive The ‘communications operator' explained The importance of spreading decision making Why leaders have to buy in to change, whatever the structure Top tips on how to influence How to build trust in an organisation When it's time for an unco-operative leader to go How to reconcile being ‘a visionary' with being an effective leader Why being a ‘good company' is not simply about growth Useful Links:  Buy the book on Susan and Travis' website: http://www.leadtogether.co Susan Basterfield on LinkedIn - https://www.linkedin.com/in/susan-basterfield-ab8104/  Travis Marsh on LinkedIn - https://www.linkedin.com/in/travismarsh/  People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders   See omnystudio.com/listener for privacy information.

T.I.A. (Ep 21). Rami Kaibni, a Career Coach, Agile Trainer and Portfolio and Project Management professional, talks about differences between predictive and Agile project management, and how they function in the construction industry. Rami also discusses the benefits of mentoring and coaching, how best to expedite project tasks in construction project management, and the key to attaining several professional certificates, as well as optimal avenues to success in the PM field. YouTube: https://www.youtube.com/watch?v=FLPTrwEf-iI Rami Kaibni: Website: https://rmkcoaching.com/; LinkedIn: https://www.linkedin.com/in/rami-kaibni/ Sponsored by The Lewis Institute: Website - https://lewisinstituteinc.com/; Project Leader Courses (60% discount) - https://lewisinstitute.kartra.com/page/Wif255 Business Agility Institute: Emergence Journal - https://businessagility.institute/emergence; promo code "analyst" (for 10% discount on annual subscription)

As a people leader it's useful to have a strong toolkit of good frameworks; shortcuts for certain ways of operating. We get a lot of feedback from people about the resources we share and how helpful they are, so we're sharing a new one with you: the Johari Window.  Episode Highlights: When was it developed, who developed it and what actually is the Johari Window?  Why was the Johari Window invented? The four quadrants of the Johari Window: Open Area, Blind Spot, Hidden Area and Unknown.  The open area refers to what you know about yourself that is also known by others in your team In a highly functioning team, you should try to be open, and to broaden and expand your ‘open area' How we've used quadrant one when working with teams The importance of being fully present and leveraging your strengths as a team Quadrant two: the blind spot What you might not know about yourself that others do Being open to feedback from other team members Quadrant three: the hidden area What others don't know about you and why it's important to share what challenges you have or what you're working on By knowing what challenges each member of your team (and yourself) has, you can better set people up for success Quadrant four: the unknown area Learning to open your eyes to the potential Do you have a talent for something that hasn't been tested yet?  Has your team's resilience been tested yet? Starting small as a people leader - do the first quadrant yourself Build your team up to be more open and give the Johari Window a go at your next team meeting Not only are you learning a new resource, but you're building your team's toolkit How the Johari Window can help your team develop and grow - giving them the ability to communicate their challenges clearly and concisely The two layers of the Johari Window for your team and your senior leadership team Useful Links:  People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders   See omnystudio.com/listener for privacy information.

Coaching is used by companies and many industries to develop managers and leaders. But it's only beginning to emerge as a professional development method in physician practices and healthcare organizations. In this episode, Mike interviews Tothie (Cheryl Toth) about what coaching is, what it isn't, and the details around the coaching session process, certification, and costs. Tothie will share how the clarity and confidence gained from coaching has helped her and her practice leader clients set goals, take action on important projects, and grow professionally. HANDOUTS: What is Management Coaching? HandoutTothie's Self-Coaching Starter List