When an executive leader is authentic it not only enhances leadership, but the authenticity tends to spread throughout our peer relationships, departments and companies. Being authentic with ourselves and with each other at least within the workplace enables executive leaders to express a position from the heart without manipulation or posturing.
Read MoreFor all of the accolades once held, he is one of the most down-to-earth people I have ever met. It is no surprise that his managers love him. He is compassionate and an authentic person. More than that, he is accepting of himself and of others.
Read MoreWhen executives were truly mentored, there was a certain amount of compassion put into the process of helping others develop. It is not so easily done in this digital age. VIM Executive Coaching understands the need for mentoring and to give executives the skills to be more authentic.
Read MoreLeadership is not like it once was; teams and offices can no longer function as though being run by a dictator. Of course, there is also the fear of a sort of pendulum-like phenomenon. Some executive leaders will squelch any need to critique or even to suggest that something is amiss, as they don’t want to appear dictatorial! It’s a bit of a conundrum to be sure.
Read MoreThe narrow windows through which executive leaders and entrepreneurs emerge to the next level in their growth and development must encourage mindfulness, compassion and authenticity as key tools. For an executive to be disconnected to her staff, for an executive to be unable to help solve a personnel problem within two or three far-flung offices, for an entrepreneur to not sense leadership obstacles to the development of his organization is to lack the instincts to positively advance an organization.
Read MoreThe know-it-all leader, male or female, young or old, almost invariably operates from a position of reaction rather than response. A responsive leader is introspective and is unafraid to see other sides of a situation or to solicit the opinions of others. In fact, that is why know-it-all leaders (unless they are motivated to change) are not very good coaching candidates. They usually leave coaching at precisely the time when we ask them to explore their own faults and flaws as leaders. Not surprisingly, they are willing to list the faults of everyone around them, but never their own!
Read MoreExperience has consistently shown us that the most effective leaders and managers are those who view themselves as becoming more authentic, responsive and compassionate in their roles in corporations and organizations. Those who want no part of self-reflection and becoming more aware of those around them, consistently have the most difficulty in being effective in the workplace.
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