What wins the race? It is the leadership quality and finesse of multiple factors that wins, not the novice conceit of speed, or the number of hours of practice. From the book, “Inner Speed Secrets: Mental Strategies to Maximize Your Racing Performance,” by Ronn Langford and Ross Bentley share insights into the nuances that also applyContinue reading “Leadership Quality Wins: Moving Beyond 10,000 Hours”
Tag Archives: learning
Nonprofit Leader Partnerships: How to Achieve the Right Balance
Like a well-played symphony, when nonprofit leaders partner well with their board, staff and volunteers, magic happens. Though a board of directors or council holds ultimate legal and fiduciary responsibility, true success requires a solid partnership between the chief executive officer (or staff officer) (CEO / CSO) and chief elected officer, a board chair or council president.
Courage for New Leaders To Listen and Learn in the New Year
It takes courage to listen. Whether it’s a first or fifth transition to a new leader role, these non-profit leadership lessons learned are timeless. Pause, reflect, choose (from horse-guided leadership & learning.) In your first months, resist the urgent and not important tasks and follow these practical steps to ensure your success.
4 Leadership Lessons from Horse-Guided Coaching
What can a 1200 pound horse teach you about leadership? In 2010, I found out as Cherokee walked up and chose me in an experience that has forever changed the way I relate to both people and animals in my professional and personal work as a coach and consultant. The photos below reflect my earlyContinue reading “4 Leadership Lessons from Horse-Guided Coaching”
Creator, Challenger, Coach through Change: Getting out of the Drama
Being creative can be tough when bad news abounds. Yet taking the creative, challenging coach role through turbulence is a hero’s journey that matters greatly as we recover and build anew. What does it mean to be a Trusted Change Advisor in today’s turbulent times?
Using Jung to Clarify the Power of Introversion and Extroversion in Coaching
Learn how to move out of the shallows of those old introvert & extrovert labels. What’s best used as a combo with other aspects of personality? Introversion and Extroversion. The famed psychiatrist and founder of analytical psychology, Carl Jung, is one of the few that has added clarity to the oversimplification or archaic use of introversionContinue reading “Using Jung to Clarify the Power of Introversion and Extroversion in Coaching”
Business Entrepreneur Storytelling at Entre-Slam with Deb
Entre-Slam is an entrepreneurial story telling competition held in Ann Arbor. Storytelling is powerful – and is a key leadership tool. Telling my story was also a great way to illustrate storytelling as important to change and communicating complex ideas, including my history in organization development (OD). Explaining OD to the uninitiated is like describingContinue reading “Business Entrepreneur Storytelling at Entre-Slam with Deb”
Agile Leader Learning for Sustainable Change: Steps through Sharp Rocks
You’ve probably experienced it, that uncomfortable feeling of letting go of something tried and formerly true without knowing what is coming next. Welcome to the Neutral Zone, coined by change writer William Bridges1 who helped us understand the human element in Change. In the 21st century, it’s important to “unlearn” what no longer meets the needs ofContinue reading “Agile Leader Learning for Sustainable Change: Steps through Sharp Rocks”
Selecting a Coach: 10 Questions to Ask Your Prospective Coach
Terry “TJ” Wisner interviewed me about how to select a good coach for your needs. I cover the 3-C model of coaching and offer 10 questions useful for deciding who would be great in helping you achieve solid results through selecting a coach for your needs. –Deb
Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment
Theory U features concepts intended to help leaders and managers in the public and private sector break through unproductive patterns of behavior. This includes not listening to their staff and clients’ and producing ineffective patterns of decision making. Otto Sharmer’s diagrams and practices include accessible illustration on paths in listening, for example, reinforced through the book, as a key focus on the left side of the U:
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