Executive Improvement

Senior leaders come in a variety of shapes and sizes. Some leaders are charismatic, others are commanding and stern. But there are very few executives with skills, knowledge and expertise who haven’t worked hard to build themselves into who they are today. The truth is, leadership expertise—particularly senior leadership—takes work, personal work. And at a time when we need incredibly competent, fast-adapting leadership, our resources are unseasonably strained. So what can we do to change those trends and help shape powerful leaders? Here are a few thoughts that help explain the “how” behind leadership expertise.

Professional Evolution Is Critical

Here’s where the work comes in, because as leaders, we need to understand that what got us here can’t get us there (with a nod to Goldsmith). In other words, to become or even remain successful, executives must be in a mode of constant learning and professional evolution. Besides, rising to the top doesn’t always mean you were best qualified, even with well-designed and executed succession planning.

Development, Development, Development

Today’s executives are uniquely exposed to constituents and flaws that were nearly unnoticeable yesterday but are flagrant today. It’s through constant coaching and development that leaders are able to stay at the top of their game. Top-performing athletes, musicians, military, etc. train incessantly, even if already recognized as top in their fields. What makes us think that executives with way more moving parts and impact don’t need that same level of development?

Coaching Works

Studies by both Forbes and Harvard Business show that a strong majority of high-performing executives today have a coach—a professional outsider who can coach, counsel, advise, and act as a sounding board and sometimes a steam vent. When surveyed, well over 90% of those executives without a coach stated clearly they wish they had one.

We call our process “Executive Consulting,” since it morphs traditional behavioral coaching with solid advice when necessary. None of that therapeutic “find yourself” stuff with unicorns and butterflies, our consultants have decades of senior executive experience, and can really assist with an executive’s rapid growth.

At Triangle Performance, we understand senior leadership, and the demands placed on executives today. We can discuss both team-based approaches for the leadership team, or individual executive coaching for those executives looking to become better at what they do.

Triangle Performance works with its clients to bring about the transformation and results necessary to compete and win in today’s economy. To learn how we can help you, call 281.257.4442 or click here.

On Executive Improvement…

Hmmm, You look Like a 4.87 to me…

Again, the issue of performance review ratings rears its head... I always find this topic fascinating; in reality (my opinion), there are only three performance results: (a) Doesn't meet expectations, (b) Meets expectations, or (c) Exceeds expectations. All else (in...

More Consultant Crockery…

So, there's this question on LinkedIn, asking a plethora of "strategy consultants" a valuable, fairly straightforward question: "Should we spend more time and effort on developing strategy or focusing on implementation?" Now, never mind whether you believe we should...

Last One Out, Turn Out The Lights…

Succession Planning. The final frontier... to boldly go where damn few have gone before, no matter how frequently they talk about it. A recent article in the Houston Business Journal references a survey about succession plans at mid-cap and large companies. Well over...

Strategy – When Ego & Logic Collide…

So, a colleague of mine was preparing for a 2-day strategy session... Never mind that I really dislike these two/three-day "events" disguised as strategic thinking and envisioning. This colleague, like many consultants, was gearing up for the contest that was to...

You Aren’t Paranoid – They Really Don’t Like You!

I've mentioned in earlier blog posts, and now it's confirmed -- many employees aren't too keen on their managers. Some results from a recent survey conducted by the Institute for Corporate Productivity; they surveyed 675 workers from all but executive levels, and...

Frequent Decisions Usually Make Successful Decisions

Years ago, I worked for a USAF Colonel named Scott Atkins. He would tell me frequently that, "If 25% of your decisions aren't wrong, you simply aren't making enough decisions." Action -- well thought, purposeful action -- must always be rewarded over inaction....

Brother Have You Got A Dime?

Bail out the auto industry, you say?? $25B sounds like a lot of cash to normal people, but it's barely a band-aid for the automakers' troubles. If we do this, they'll soon be back at the trough for more. The problems with U.S. automakers are cost of labor, stupid...

Strategic YES, Planning NO

Strategic Planning is dead. Long live strategic planning... An interesting conundrum; we know that strategic planning is valuable. Intuitively. Yet, we seldom march lockstep behind that big blue binder when it's complete. Why is that?? I have an opinion (surprise!)....

Stupid Should Hurt…

I was recently involved (as a participant) in a strategic planning event; the facilitator, Alan Pue, was discussing many of the ways that planning -- and its subsequent implementation -- can go wrong. In part of that commentary, he mentioned as an example a firm's...

Comfortable Being Uncomfortable

So, I've got this client (lots of my stories start this way)... Well-run construction company, with a pretty darn solid management and executive staff. Recently, we promoted a mid-level manager to an executive level. Big shift, major change. I had worked with this new...

Airline CEO = Rocket Scientist

Finally, someone gets it. Delta Airline's CEO, Richard Anderson, announced to reporters that airlines needed to raise fares as much as 20% just to offset increased fuel costs. Wow... ya think!?!? The bigger question, of course, is which Airline bigwigs have the...

Did I Mention That I HATE Travelling?

Don't get me started on my latest "airport-TSA" story. I'm trying to block that out, and you really don't want to hear it. Back at the hotel, I ordered light room service, having worked well past lunch with a client. Here's the telephone conversation: Me: Yes, and I'd...

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