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Wraparound Executive Coaching: High Stakes Results

Fred is a CEO who sees himself as direct, honest, motivated, and committed to excellence.  He is over-worked and believes that to get anything done he needs to be hands-on.  What he doesn’t see is that when he enters a room, his people take a step back, are guarded, careful with what they say, and rarely dare to disagree with …

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What Martin Luther King Knew

How do great leaders inspire?  How do they reach out with their words and make you want to jump out of your chair and take action?  They use metaphor.  They paint an image with their words.  They use the language that says more than a logical sentence… the language we first encountered in the womb and ever since.  They use …

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The Importance of Being in Impossible Darkness

Lost. Stuck. Confused. Ready to throw in the towel. This place we most want to avoid is actually essential for real change. When you are leading change, you need to know this in your bones, trust it, and help others to trust it. What does this mean in practical terms? It means admitting not knowing. It means surrendering your best …

Working with Inevitable Resistance

If the change you are enacting is more than skin deep, it will kick up resistance. It’s not uncommon, especially when passion for a vision is running high, to bull-doze resistance… ridicule the nay-sayers, over-ride the back-sliding, speak louder than the ones who lean back and roll their eyes at someone across the table. But what does that do? It …

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Entering the Unknown with “Desert Eyes”

Bob Carty, a Canadian journalist and singer/songwriter, sung of “Desert Eyes“.   Desert eyes are developed by those who go into the seemingly-barren unknown, often fleeing danger, with only what they can carry and perhaps a few goats.  Day and night are moved through at the whim of the uncontrollable — the weather and the winds.  Desert eyes take over as the initial …

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When Change Demands more than Strategy

Organizations tend to embark on bold change half-blind.  They plan strategy, resources, positioning in relation to competitors, and then implement and expect the change to stick.  That works when the success formula you used to get you here is the formula that is going to get you to the results. Enduring, self-generating change needs a refreshed “modus operandae”.   Your people’s behaviour, mindset, standards of …