Coach John G. Agno is your own cultural attache; keeping you abreast of what's effective in leadership. People learn better and are positively motivated when supported by regular coaching.
PERSONAL COACHING Leadership onboarding coaching helps the executive adapt to the employer's culture, create rapport with their team and develop productive ways to achieve necessary goals.
SELF ASSESSMENT CENTER Leadership skills and style testing. Know how you motivate and coach people to gain success at work and in life.
WHAT IS LEADERSHIP? Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.
LEADERSHIP TIPS “The crux of leadership development that works is self-directed learning: intentionally developing or strengthening an aspect of who you are or who you want to be, or both.” Primal Leadership by Daniel Goleman, Richard Boyatzis & Annie McKee (Harvard Business School Press)
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Coach Bobby Knight won 902 college basketball games while Indiana University had the highest rate of graduation of any NCAA team.
Coach Knight accomplished that by measuring the performance of his players on and off the court and using the power of emotion intelligence to energize his teams to victory. When Knight started coaching, one of the worst things that he heard was "It will be O.K." He wondered how the hell is it going to be O.K.? He concluded that the worst word in the English language is "hope."
All the years he coached, he sent a card to every professor for each kid he had on the team and was able to keep track on a daily basis who cut class or who was dropping a grade average. What he did for the player that was missing class (or beginning to slide down in the class) would be to bring the kid in at 5AM and have him run the stairs from the bottom to the top until the coach told him to quit. He did that with a lot of kids, but never twice.
Coach Knight was always focused on team performance and when he said something, the players understood exactly what he meant and what he wanted. Knight believes that a big part of teaching is being emphatic.
Source: The New York Times Magazine, March 3, 2013
Corporate cultures and behaviors can hinder women's progress toward leadership positions.
"Given that men maintain critical mass in leadership positions, they control the evolution of their organizational structures and the pace at which women will be allowed into leadership," says "Not in the Club" author Janet Pucino. "Statistically women are the extreme exception at the executive level and in boardrooms. Only 16 percent of board positions are held by women and less than 4 percent of Fortune 500 companies have women CEOs."
Pucino cites other data on gender biases, women's experiences and human behaviors and concludes that, despite a prevalence of such findings, there's been virtually no impact on today's corporate structures, labor laws, governmental policies or business programs in the country's top business schools.
There is an abysmal lack of executive coaching and mentorship of emerging women leaders. Coaching and mentoring for women is a key success factor. If you ask male executives if they've mentored women during their careers, most would say they have not done so, but there aren't yet enough women executives to mentor other women. Women don't have the critical mass to do it alone. The solution is to engage a male executive coach to help you understand how male executives think and engineer the best work experiences in more diverse environments.
Career success is really all about having choices and making choices in your current work environment and throughout your career. The higher up you go, the more expectations you have placed on you. It becomes imperative to take control--you don't have to respond to everything. Working your choices through with your coach or mentor can bring clarity to your thought processes. Here is what one executive woman said about her coaching experience, "John has a unique style, a solid set of tools and an approach that will enable an individual to validate the direction they want to pursue both professionally & personally. You will benefit from the breadth, depth and diversity of his knowledge."
Why Gender Matters
The context of a woman's role within a culture directly correlates to how women are accepted and perceived in the workforce by that culture. These different perceptions lead to different inquiries and conclusions. For example, it is common for women executives to feel isolated because they are not socialized in the ways men are. As women move up the corporate ladder, this feeling of isolation occurs because women are held to different standards than men and are not always supported by the people they have brought along with them.
In recent years, scientists have discovered that differences between the sexes are more profound than anyone previously guessed. Right down to the cellular level males and females are different. The sex hormones estrogen in women and testosterone in men have a significant impact on behavior.
Men and women are not only markedly different in the hormones that drive them, but they are also different in the way they think. The brains of men and women are actually wired differently. When we add to this our unique personalities, our cultural upbringing, and the environment in which we live and work, we come to appreciate why the sexes view the world differently.
It is these differences that create interpersonal problems when we have the irrational belief all men, or all women, respond in a similar manner. The truth is that both men and women routinely approach a broad range of personal and business issues quite differently.
Men in business will expect women to behave like them, while women will expect a female counterpart to behave in a more feminine manner. It is a fine pink line that women in leadership roles walk. Men and women tend to respond differently—not better or worse, just differently. Yet women continue to be faulted for their feminine attributes.
As you can imagine, this gender gap can create all sorts of problems when neither side feels valued, inappropriately judged or misunderstood. The key to success will be to recognize that some ingrained behaviors can create natural “gender gaps." We know that the corporate world has vast room for improvement when it comes to incorporating women into top professional positions.
As you know, the culture at most companies has been shaped over centuries by male executives. You also know that the natural outcome of a male-dominated business is that it has the tendency to be conducted like a team sport. Today, more and more women are playing competitive sports, but it is only recently that they have begun to recognize the need to adapt some of these same skills to the workplace. Even then, women can find the rules of the game elusive; they don’t completely understand its approach to power, money, control, and status. Sometimes the elements are more subtle than that.
You know, and we know, that you are skilled and brighter than average. You work hard, you stay late, and yet others who are less dedicated are too often the ones who get recognized and rewarded.
This fact is sad but true: it will be exceptionally difficult to move ahead if you don’t appreciate the unwritten rules of the game. Keep in mind the truism: “Star players don’t become star players on the field. They are merely recognized there.” If you want to understand how someone succeeds, don’t just watch them accept the award. You have to observe their daily preparations closely.
To bridge gender gaps, successful women key into the rules of the game and actively study the culture of their organization. For starters, women must understand what is considered a win, what behaviors and goals will be rewarded, and what qualities are characteristic of a strong team player.
Gender-based differences play out in leadership nearly every day influencing how men and women communicate, act, react, problem-solve, make decisions and work together. One is no more effective than the other; but joined holistically within a balanced leadership team, can lead to a better business outcome.
With about $33 billion in global revenue last year, Mars would be in the top 100 of the Fortune 500, ahead of McDonald's, Starbucks, and General Mills. It employs 72,000 people, more than a third of them in America.
Its diversified galaxy of brands for man and beast are iconic -- from chocolate favorites like M&M's and Snickers to Wrigley's Juicy Fruit and Lifesavers to pet-care products like Pedigree and Whiskas, as well as Uncle Ben's Converted Rice.
The company says it does 200 million consumer transactions a day. But despite that reach across civilization and into customer pockets, Mars is among the most secretive, insular, and little understood multinational companies around.
It is still 100% family-owned -- now by the three elderly offspring of Forrest Mars Sr., who launched Mars onto its trajectory as a confectionery colossus after taking over the business from his father, Franklin C. Mars, who died in 1934. The three owners are all multibillionaires -- each is reportedly among the 20 or so richest Americans. Ask employees -- while officially called "associates," they sometimes refer to themselves as Martians -- about a member of the Mars family, and you're about as likely to get a revealing answer as if you'd asked about the proprietary process in which they stamp "m" on the little colored candies.
For the first time, the company has made it onto Fortune's annual U.S. roster of the 100 Best Companies to Work For. At No. 95 on the 2013 list, Mars boasts employees who love not only the products they make but also the office culture and the company's long-standing principles. The "Five Principles of Mars": quality, responsibility, mutuality, efficiency, freedom. According to a regulatory filing for 2011 in the State of Delaware, where Mars is incorporated, there are six members, all grandchildren or great-grandchildren of Frank Mars. One is Victoria Mars, a great-grandaughter of founder Frank Mars and the company ombudsman.
Today, Mars has 11 billion-dollar brands and not everything at Mars is about chocolate. Mar's 78-year-old pet-care division lead by Linda Mars is the company's biggest business, employing nearly half its employees worldwide.
What becomes striking is that Mars family board members are intimately involved in the business by visiting each plant location at least once a year along with the fact that Mars is a sweet company at which to be an employee.
For example, a typical Mars plant manager influences associates by his or her ability to pace development of operational systems and innovative approaches. These operational managers' value to Mars is they initiate or design positive changes. And since these managers would increase their effectiveness with more warmth and tactful communication (read: effective team cooperation), Mars leadership encourages them to get a personal executive coach along with experienced mentors.
The irony of the company's very privateness, employees stress, is that it turns out to be a boon. Employees have autonomy to experiment with ideas and management has the patience to train. It doesn't work that way elsewhere. Debra Sandler, president of the chocolate division, said, "This is probably the only company in which I was told, 'You're not investing enough in your brand.'"
"A lot of really good companies invest in the wrong architecture," says Paul S. Michaels, the nonfamily president of Mars. "Does it add value for the consumer [for] Snickers bars to pay for marble floors and Picassos?" Perhaps, most significant, employees have great latitude for advancement, both within their divisions and in the larger Mars workplace. The demographics of the Mars workplace in the U.S. -- about 70% of it in manufacturing, almost entirely nonunionized -- are diverse; women constitute 38% of the managers.
By L. Gordon Crovitz, Information Age, The Wall Street Journal, December 17, 2012
The open Internet, available to people around the world without the permission of any government, was a great liberation. It was also too good to last. Authoritarian governments this month won the first battle to close off parts of the Internet.
At the just-concluded conference of the International Telecommunications Union in Dubai, the U.S. and its allies got outmaneuvered. The ITU conference was highly technical, which may be why the media outside of tech blogs paid little attention, but the result is noteworthy: A majority of the 193 United Nations member countries approved a treaty giving governments new powers to close off access to the Internet in their countries.
U.S. diplomats were shocked by the result, but they shouldn't have been surprised. Authoritarian regimes, led by Russia and China, have long schemed to use the U.N. to claim control over today's borderless Internet, whose open, decentralized architecture makes it hard for these countries to close their people off entirely. In the run-up to the conference, dozens of secret proposals by authoritarian governments were leaked online.
A vote was called late one night last week in Dubai—at first described as a nonbinding "feel of the room on who will accept"—on a draft giving countries new power over the Internet.
The result was 89 countries in favor, with 55 against. The authoritarian majority included Russia, China, Arab countries, Iran and much of Africa. Under the rules of the ITU, the treaty takes effect in 2015 for these countries. Countries that opposed it are not bound by it, but Internet users in free countries will also suffer as global networks split into two camps—one open, one closed.
One lesson is that the best defense of the Internet is a good offense against an overreaching U.N. The majority of authoritarian governments in a one-country, one-vote system will keep chipping away at the open Internet. The best way to stop them is to abolish the ITU.
A Narrow Internet Escape (The Wall Street Journal, Dec. 18, 2012)
The U.S. walks out of a U.N. conference just in time.
The Administration's mistake was in playing along with the ITU in the first place. This White House and State Department have an undying faith in multilateral diplomacy, even when the rest of the world wants to use it to harm U.S. interests. Autocrats rightly see the open Web as a threat to their political control, which is precisely why it is in the U.S. interest to keep the U.N.'s hands off.
Given the ITU's Dubai double-cross, the U.S. has good cause to quit the agency. If that's too much, then perhaps the next Secretary of State will make it a theme of his tenure to preach the virtues of an unregulated Internet.
The week between Christmas and the beginning of the New Year can be a time for rest, relaxation and reading for many people. Some will use this week to begin planning for where they want to be in the new year; from constructing New Year Resolutions to creating a new or modifiedBusiness Plan.
If you could do just one thing to help your friends and family, customers and business associates, what would that be?
Our answer is to consider giving them a holiday gift. One of the most potent laws of influence is the law of reciprocity (http://www.lawofreciprocity.com/).
The law is that people want to repay, in kind, what another person has given to them. Reciprocity flows from the law of love (http://www.lawoflove.com/) that is “the gift of giving” without the “hope of reward or pay,” or serving others. Remind yourself that reciprocity is not about what you need but what the other person needs and how you can give that to them.
"Books open your mind, broaden your mind, and strengthen you as nothing else can.” William Feather
Finding ways to make your gift stand out takes some thought about what would make the recipient happy.
For example, my holiday gift to you and your friends on Dec. 26, 27, and 28 only at Amazon.com, is the new ebook “Ask the Coach” to download on your smartphone, eReader, tablet or computer. Please note that “Ask the Coach” is a reference book; like a dictionary or any other similar resource book that is not meant to be read cover to cover. Readers would normally look up a question of interest in the Table of Contents and then proceed to read that self-coaching answer in the book.
A decade into the 21st. century, one thing has become clear: constant change is the new normal. The question is no longer if, but rather "how." Companies that have learned to ride these waves of change are the ones that will successfully compete in today's economy and beyond.
Change essentially means to make different. Change has been a huge part of our professional lives up until now, and traditional change dynamics are still here, although their cycles have become shorter and shorter.
Today's leadership is all about asking. Not telling, asking. “Ask” is the keyword both for the leader or technical follower as coach and for the person being coached. When someone knows that the leader is ready, willing and able to take the time necessary to talk about a subject important to that person, effective coaching can happen on the dance floor of conversation.
The leader acts as engager--as enabler--and this is the role that will successfully navigate the perfect storm facing us all. Securing and maintaining the connection between the organization and the individual is the leader's new role....and like our change economy, that role hasn't been able to gel yet. We don't know for certain what is coming and what will be required of us. We don't know enough to predict or control, if we ever really did. If we don't know, we will have to find out. To find out, we will have to ask. Common sense tells us that asking works.
The insights in Ask the Coach are meant to help you develop the leadership skills necessary to become the master of yourself so you will be ready, willing and able to lead others. Leadership development is self-development.
Other self-development books to consider for your after Christmas gift giving:
In this world of constant change, following a single system or model is foolhardy--the companies that succeed will be nimble and ever-changing. Global dynamics seem to be affecting every one of us no matter where we are on the planet. You hear about the new normal everywhere. The tales of woe follow a similar theme: lower starting wages, vanishing job security, pay cuts, furloughs, unpaid work, unaccustomed thrift, double-digit unemployment, five-figure job cuts and punitive new procedures for the lending and borrowing of capital. This scary environment of externals driving the enterprise is hardly a normal scenario by any definition.
A decade into the 21st. century, one thing has become clear: constant change is the new normal. The question is no longer if, but rather "how." Companies that have learned to ride these waves of change are the ones that will successfully compete in today's economy and beyond.
Change essentially means to make different. Change has been a huge part of our professional lives up until now, and traditional change dynamics are still here, although their cycles have become shorter and shorter. With respect to the global change curve, every context and continent has undergone change in the last decade, and managing this change hasn't been easy by any means.
Technology has played the single largest role in this change era. It has transformed our very lives. We are all connected. Not only do we enjoy our electronic companions, but most would also agree that we now need them. We need this technology to carry on everyday life in a new change, no service economy. We know that being constantly and continuously connected often fosters an inability to focus, to concentrate.
Also, how many of us will work our entire careers for a single entity? Very few. The "greatest generation" example of one job-one career was supplanted by Baby Boomers who averaged 11 jobs between the ages of 18 and 44. Who knows where the averages will end up for generation X, generation Y, and beyond.
In every new job change, give yourself the freedom to not have all the answers, and understand that soon you won't know enough to be the expert. Learn how to ask and what to ask. Have the courage and confidence to ask and not tell.
Today's leadership is all about asking. Not telling, asking. “Ask” is the keyword both for the leader or technical follower as coach and for the person being coached.
When someone knows that the leader is ready, willing and able to take the time necessary to talk about a subject important to that person, effective coaching can happen on the dance floor of conversation.
The leader acts as engager--as enabler--and this is the role that will successfully navigate the perfect storm facing us all. Securing and maintaining the connection between the organization and the individual is the leader's new role....and like our change economy, that role hasn't been able to gel yet. We don't know for certain what is coming and what will be required of us. We don't know enough to predict or control, if we ever really did. If we don't know, we will have to find out. To find out, we will have to ask.
Common sense tells us that asking works. Your people already know more than you about their role, their work, their reality on the job. You can't tell them what you don't know. Simply put, asking makes us more successful at influencing others. Those who ask how they can be more effective, adopt the suggestions they can, and follow through on resolutions for change see all their results improve.
As the catalyst, your interactions in the moment are what turn on added effort or turn it off. You can best prepare yourself to be more effective in the moment by making sure you fully understand the dynamics of human interaction by getting to know a simple anatomy of communication.
An individual's communication style can be determined, shared and enhanced (you can change it). In most self-assessment profiles, a primary communication style strength, one of four, will be evident. Depending upon the intensity, this single strength will control your attitude, action and responses up to 60 percent of the time.
How we make decisions our need for people, our sense of urgency, and our attention to detail--these are variables that make up the anatomy of communication. Decisions. People. Pace. Detail. Classic DISC profiles will help you better understand your default behavior tendencies; by taking an online self assessment. For a directory of DISC self assessement, go the Self Assessment Center and scroll down to "DISC assessments" at: http://www.selfassessmentcenter.com/
With Christmas and New Year’s Day falling on Tuesdays in 2012-13, employers’ year-end holiday calendars will be much kinder to workers than in the previous two years, according to Bloomberg BNA’s survey of employers’ year-end holiday plans.
Almost three-fifths of the surveyed employers (58 percent) have scheduled at least three paid days off for the 2012-13 holiday season, compared with about two out of five establishments responding for 2011-12 (42 percent) and 2010-11 (36 percent), when the national holidays fell on the weekend. The survey also suggests some recovery in holiday gifts, bonuses, and party-giving from levels observed around the end of the recession.
Holiday celebrations are on the slate at roughly three out of four surveyed establishments (74 percent), somewhat improved from 2009, when 67 percent sponsored any late-year festivities. Company-wide events are planned by more than half of the responding employers(55 percent), virtually unchanged from a year ago (56 percent) and up a bit from 2009 (50 percent).
A long Christmas weekend is on tap for many U.S. workers this year. Just over half of responding employers (51 percent) have slated Monday, Dec. 24 as a paid day off.
Manufacturers’ holiday schedules remain decidedly more generous than those of nonmanufacturing firms and nonbusiness establishments. The vast majority of surveyed manufacturing firms (85 percent) will grant three or more paid days off during the upcoming holiday season, compared with barely half of both nonmanufacturing companies (52 percent) and nonbusiness organizations (51 percent), such as hospitals, schools, and government agencies.
Workers in small shops stand a better chance of an extra day off than their colleagues in bigger organizations. Nearly two-thirds of companies with fewer than 1,000 employees (65 percent) have scheduled three or more paid days off during the 2012-13 holiday season; less than half of larger employers (48 percent) will be so generous.
Charitable activities remain a holiday tradition among a majority of U.S. employers. More than three out of five establishments (63 percent) will sponsor charitable endeavors around year’s end; most of those firms will participate in multiple programs and activities.
Toy and food collections remain the predominant forms of employer-sponsored charity. Forty percent of all responding employers will sponsor toy collections for needy children; food collections and distribution follow closely behind, at 37 percent. Clothing drives are planned by one in five surveyed employers, and nearly as many (16 percent) will sponsor money collections.
As my holiday gift to you and your friends on Dec. 10 & 11 only at Amazon.com, I am giving the new ebook “Ask the Coach” to download on your smartphone, eReader, tablet or computer. Please note that “Ask the Coach” is a reference book; like a dictionary or any other similar resource book that is not meant to be read cover to cover. Readers would normally look up a question of interest in the Table of Contents and then proceed to read that self-coaching answer in the book.
The insights in this book are meant to help you develop the leadership skills necessary to become the master of yourself so you will be ready, willing and able to lead others. Self leadership happens through self-learning and self-coaching.
The leadership development and implementation of comprehensive shifts in global strategies aimed at linking people toward improving and sustaining their common good is progressing---even though leaders of individual religions, countries and military powers attempt to slow down such bridging efforts.
For example, the United Nations has been ineffective in taking a stand on civil war within Syria or allowing for Palestine national recognition due to uncooperative nations blocking such moves. What is overriding such uncooperative national actions is the more powerful growth of social networks, that operate through the Internet, and do not recognize country borders.
The Wall Street Journal reports in its December 4, 2012 issue that the question of who should rule the Internet is being debated at a 12-day conference in Dubai. The conference is sponsored by the International Telecommunication Union (ITU), the United Nations agency for information and communication technologies.
The bid to change the rule book has unleashed fears of a grab for centralized control of the Internet by the U.N. The process has also come under criticism for its lack of transparency, with documents unpublished and proposals up for debate kept secret. Among the most vocal critics are U.S. Internet companies like Google Inc. "Only governments have a voice at the ITU," Google wrote on its Take Action website. "This includes governments that do not support a free and open Internet."
For example, a group of 17 Arab nations, including the United Arab Emirates, is proposing greater control by governments in regulating the Internet and transfer of data. The group is calling for all Internet users to be universally identified, but critics warn of greater monitoring of Internet traffic and censorship in many countries that already block what their citizens can view online.
"Governments all over the world are seeking to reclaim grip and control that has slipped from them into the hands of empowered individuals," said Marietje Schaake, a member of the European Parliament. "Some of the proposals made are considered threats to the open Internet, to net neutrality, or to free speech if adopted," she added.
The interview below of Barbara Marx Hubbard by Michel Saloff-Coste discusses the history of her interest in integral leadership and its application to her work in future studies. She also discusses the forthcoming "Being 2012" taking place around the world on December 22, 2012.
As personalization becomes ubiquitous, the segmented profiles that advertisers, publishers and even presidential candidates use to define us may become more pervasive and significant than the identities we use to define ourselves.
Our consumer profiles are beginning to define us in all of our online interactions, and a result may be that we get different prices at the mall — or different news articles and campaign ads on our mobile devices — based on a hidden auction system that we’re unable to alter or control. The travel site Orbitz, after learning that Mac users spend 30 percent more on hotel rooms than P.C. users, has started to send Mac users ads for hotels that are 11 percent more expensive than the ones that P.C. users are seeing, according to a recent Wall Street Journal article.
Eric Schmidt, the executive chairman of Google, said that mobile devices would soon “do things we haven’t begun to think of,” like storing details of our preferences and tastes and offering location-based suggestions that anticipate our desires and our questions before we’ve even asked them. Advertisers compete in an auction for the opportunity to send ads to individual consumers. Each time a company buys access to us, it can bombard us with an ad that will follow us no matter where we show up on the Web.
Since 1994, when Lou Montulli, an employee at Netscape, created the cookie as a way of distinguishing online shoppers, it has been possible to track the activities of individual users on particular Web pages. It wasn’t until the following decade, however, that real-time bidding first used cookies to tag individual Web browsers so that their users could be sent display ads at various Web sites. This makes it possible to build comprehensive profiles of users and then conduct an auction among advertisers to show a display ad to targeted users across tens of thousands of Web sites.
The stories we see on the Web, on TV and on our mobile devices could be pegged to the market segments in which advertisers have placed us.
As our experiences become customized, there is more at stake than just discount coupons and deals. There’s also the future of our common culture. As personalization shapes not only the ads we see and the news we read but also the potential dates we encounter and the Google search results we receive, the possibility of not only shared values but also a shared reality becomes more and more elusive. In his book “The Filter Bubble,” Eli Pariser describes the social consequences of a personalized culture, which is the core strategy for Google, Facebook, Yahoo and YouTube — which hope to present us with information that’s so directly relevant to our lives that they can sell more ads to which we’re likely to respond.
As Pariser puts it, “Personalization can lead you down a road to a kind of informational determinism in which what you’ve clicked on in the past determines what you see next — a Web history you’re doomed to repeat. You can get stuck in a static, ever-narrowing version of yourself — an endless you-loop.”
Source: The New York Times Magazine, December 2, 2012
Our natural talents are gifts at birth. We had nothing to do with them. However, we have a great deal to do with becoming aware of them. It is up to us to discover our natural signature talents and transform them through focus, practice and learning into strengths.
Our first awareness of what comes easy happens in late childhood or adolescence. We then build on these competencies in our first job or when some other transitional situation occurs that demands we use one or more of our innate talents more purposefully. Focusing on what matters helps us reach clarity.
As the years go by, we practice those things that come easily to us as we build our natural talents into strengths. Concurrently, we experience what doesn’t come easy to us, while trying not to overplay our talents, as we work around and underplay our weaknesses. The result is we undermine our destiny by attempting to live within our limitations.
This new book reminds us that we have spent our time and energy pursuing things that are not aligned with who we really are and what we are capable of achieving. When we understand the misalignments between what we do naturally and what is required for success, we can close the design gap of where we want to be instead of attempting to change who we are.
When we reach out to others, who help us get to where we want to be, we increase our ability to be resourceful, to persist and be generative using our designed plan for happiness and success. We build resilience and adaptability through receiving and acting upon the feedback received from those who help us as we move along the path of constant change which is the new normal.
@F-L-O-Wis the guide we need to ride the waves of change while enjoying the happiness and well being we seek.
