LIVING INTEGRAL COACHING

Entries categorized as ‘Leadership Development’

Organizations Are Failing at Leadership and Employee Adaptability

April 8, 2008 · No Comments

The Global Human Capital Study, 2008 conducted by IBM noted that the primary workforce-related issues facing organizations are:

  • Inability to rapidly develop skills to address current/future business needs almost 55%
  • Lack of leadership capability about 35%
  • Employee skills not aligned with current organizational priorities about 35%


Lack of adaptability
is the bottom line in regards to all these workforce issues.

If the workforce was more adaptable it would be able to rapidly change its skill set to reflect current trends as well as align itself with the organization.

Additionally, adaptability would enable leaders and future leaders to change the way they do things and increase their capacities for leadership.

But, adaptability is difficult and rare, as the numbers show. It is actually a talent that enables you to live in the moment and operate in a environment with a high degree of ambiguity.

Unless individuals with this talent are identified by organizations and nurtured, it does not appear that these issues will be mitigated soon.

Can leaders and employees alike develop this talent?

Yes, to a point, and with a lot of work. Adaptability requires an even-keel mindset where the unpredictability and setbacks of the day won’t result in frustration and emotional turmoil.

  • Start with assessing your adaptability quotient. Do you crack at the first sign of pressure, or do you go with the flow. Where are you on that continuum. What situations are you best in? What are most challenging for you?
  • Developing a calm and reassuring personality. When events no longer
    upset you as much, you are able to keep focused on the task at hand and
    see more possibilities for action. Meditation has been used for
    thousands of years towards this end.
  • Visualize. Think of situations that cause uncomfortable and strategize what you would do. Make a game of it.
  • Push the envelope. Get uncomfortable. Start placing yourself into situations where you need to use some flexibility. Keep breathing, and keep thinking.

Unless your one of the lucky ones who come by this naturally, ultimately, it’s change or die. The numbers show that this won’t go away soon.

Leaders are the one who have it, or can develop it quick. Companies will pay a premium for those who can stay just ahead of the power curve.

It’s worth investing in yourself now to realize a long term payoff over your career.

Categories: Leadership · Leadership Development · Personal Leadership
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The Secret of Leadership Success

February 10, 2008 · 1 Comment

“Research showed that leaders who focus on self-management and relations produced 390% more.”
(from Primal Leadership - Goleman)

Categories: Leadership Development · Personal Leadership

The Necessity of Inner Work for Leadership Development (and every other type too!) Part II

December 30, 2007 · No Comments

[Part I of this series rejects the quick fix attitude of performance improvement]

Over one hundred years ago, William James, the pioneering philosopher and psychologist, wrote this on development:

Human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives.

After the inner work is done by an individual, the outer changes will follow. These lasting changes will result in a more productive, meaningful, and enjoyable life. You will radiate skill, competence, and reliability, if you have done the required work.

Bottom line: It’s all inner work!

All learning, skill building, experience, is inner work. The sooner that people realize that everything they do is developing their inner selves, the sooner they can make the big step up. Once you start focusing on your inner self, there is no longer a separation between what you do and who you are.

Most people have it backwards. They think who they are, is what they do. When you focus on who you are (inwardly), you are that no matter what you do (outwardly). So the better you operate inwardly, the better you will operate outwardly.

This is why great leaders can operate at such high levels. They have the inner ability to be there which supports their outer performances. At a certain point, just going through the motions doesn’t cut it anymore. It’s not fake it, ‘til you make it. You have BE it.

Once you make the commitment to concentrating on and developing your inner self, you can then begin the true journey of leadership and executive development. Everything else, is just window dressing.

Questions to ask yourself:

How am I not addressing my inner dimensions?

What are the areas of my inner life that I need to work on?

What am I avoiding to work on because it is too painful or uncomfortable?

What can I begin to change inside myself that will allow me to operate at a higher level?

Categories: Leadership Development · Personal Leadership
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The Necessity of Inner Work for Leadership Development (and every other type too!) Part I

December 26, 2007 · No Comments

Question: How do great leaders rise to the highest positions?

Answer: They are able to better operate at levels higher than the rest of their contemporaries.

How did they get that way? Some had a bit of talent to aid them, but all of them worked for it. Brian Tracy contends, “Your outer world of results will always correspond to your inner world of preparation.”

One of Tracy’s favorite lines of poetry is from Henry Wadsworth Longfellow:

“Those heights by great men reached and kept were not obtained by sudden flight, but they, while their companions slept were toiling upward in the night

The desire for quick fixes abounds in today’s world. Everyone wants the most “bang” for the least amount of work. Carmine Coyote refers to this as “The perils of seeking success “on the cheap.”

Yes, one can have a marginal amount of short-term success with quick fixes. But it is not sustainable long term. You are fooling yourself to think that the burden is not shifted somewhere else. Long-term accomplishment is achieved through WORK and EFFORT.

The development of leadership capacities requires that one work on the inner aspects necessary to operate at higher and higher levels.

“What happens around us or what happens between us is never as important as what happens within us.” Diane Dreher

Our performance, results, profits, level of expertise, are all a reflection of the level of development inside ourselves. We have improved our inner abilities to the point where we can now realize increased outcomes.

[Part II will address the relationship between inner work and outer performances...]

Categories: Leadership Development · Personal Leadership
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Poll: Leadership Development Sought by Senior Executives

December 18, 2007 · No Comments

Preliminary results from a recent survey show that companies which invest in coaching for their senior executives, focus on leadership development.

The poll was conduced by Sherpa Coaching in association with the Tandy Center for Executive Leadership.

1,300 executives from 35 countries responded to the study. The complete report and breakdown will be released on January 15th.

The results showed:

  • 90% of respondents found the value of coaching to be “very high” or “somewhat high.”
  • 74% believe that the credibility of coaching to be “very high” or “somewhat high.” This is a 7% increase over last year’s results.

The International Coach Federation estimates that the annual revenue from the global coaching industry is approaching $1.5 billion. A large majority of that figure is invested in executive and leadership coaching.

Categories: Leadership Development
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Leadership Starts on the Inside

December 1, 2007 · No Comments

“Poor leadership results not from conscious malice, but from inadequate leadership knowledge, values, and behaviors. People in leadership positions do not know themselves well enough [to lead effectively].”

(from The Leader Within: Learning Enough About Yourself to Lead Others. )

Categories: Leadership · Leadership Development · Personal Leadership
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Future Crisis - The Leadership Gap

October 29, 2007 · No Comments

IBM Global Business Services recently released their Global Human Capital Study 2008, entitled: Unlocking the DNA of the Adaptable Workforce. It addressed how globalization is impacting companies and their workforces. Over 400 senior HR executives from 40 countries participated in the study. A key finding of the study revealed the overall lack of quantity and quality of executive leadership necessary to take businesses into the future.

“We believe successful future leaders will need to work more effectively with outside partners; serve as role models and mentors to individuals who are increasingly dispersed across countries, regions and geographies; and provide guidance and structure to employees who come from a variety of generations, experience levels and cultures.”

Companies have expressed “a deep concern” over the potential shortage of qualified candidates. Retirement of the Baby-Boomers along with the growing need for personnel in emerging markets has taxed the ability of organizations to develop future leaders. 75% of the companies in the study cite this need as a “critical issue.”

“Without leaders who can provide the direction, feedback and clarity needed to navigate in a more complex world, companies will struggle to achieve business goals.”

The study asserts that the business organizations must take responsibility to develop these leaders internally in a process that spans almost the entirety of the organization. An organizational culture designed for early identification and supportive guidance of potential future leaders would be successful in developing the necessary personnel required for continued success in the coming decades.

What the study does not address is one fact, at least in the United States, that most people don’t last that long at companies these days. Job tenure in the US, is on average, only 4 years. This puts US companies at a serious disadvantage when it comes to leadership development. Just when a promising subject is entering the training pipeline, the subject is off to the competitors.

US organizations now have a greater set of leadership issues. Not only do they lack sufficient personnel, they can’t keep them around. One way companies could function in this environment, is to hire the short-term talent they need (costly and not reliable) or shorten the training cycle with focused workshops and individual coaching designed to address specific needs and skills.

Leadership development and employee develop in general, has always been a sound strategic investment for organizations. A company that values its workers by making these types of investments is likely an organization where individuals will want to work for an extended period of time.

Categories: Leadership · Leadership Development
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