Final Observation from an Executive Coach

Fifth and final observation....

5. Listen and be inclusive: “I will listen to you, especially when we disagree.”
Listen to your detractors with the same vigor as those who would hail you as chief.

Remember to appoint a “devil’s advocate” to offer counter arguments in every major discussion you have. Do this especially when you generate a new idea yourself or whenever it’s an idea proposed by someone who thinks just like you do. No one needs to remind you about the power of diversity.

Finally, let me end with my very best wishes as you begin your journey as president.

“Yes We Can!”

PS...Be sure to listen to perhaps your best sounding board: Michelle!

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[Dr. Steve Gladis is the author of The Executive Coach in the Corporate Forest and serves as an executive coach in the greater Northern Virginia/Washington Metro Area. He may be contacted at 703-424-3780 or at sgladis@stevegladis.com.]

Executive Coach's Observations for President Obama

Second in a series of observations...

2. Lead with Abundance, not Scarcity: “In the end ... that's what this election is about. Do we participate in a politics of cynicism, or do we participate in a politics of hope?"

People are scared by the economy because they don’t understand it and can’t control what appears to them as a runaway train. When that kind of fear happens, people retract and become beings of scarcity. Hopeful people, like you, approach life as an abundant person—one willing to share and who subscribes to the philosophy of “To whom much is given, much is expected.” In short, keep hope and optimism the focus of your administration—never fear or pessimism. We’ve already seen what that produces. Racecar drivers who focus on the wall rather than the track, will probably hit the wall. In short, you will get what you focus on, so focus on optimism and abundance.

From HBR-January: "What Can Coaches do for You?"

Diane Coutu and Carol Kauffman’s article “What Can Coaches do for You?” discusses how leaders today are increasingly turning to executive coaches for several reasons: To develop high potentials or facilitate transition, to act as a sounding board, or to address derailing behaviors. The authors discuss the ingredients of a successful coaching relationship: client motivation, chemistry between coach and client, and a strong commitment form upper management to the process. The authors discuss these and other important issues when choosing a coach. Worth the read.

There’s a lot more in this January 2009 issue. I just wanted to whet your appetite. I’m recommending it to each of my clients ASAP.

Trust: The Core of Leadership (Aristotle)

The best leadership advice I know started with the work of Aristotle in his book Rhetoric. He said that in order for speakers to be believable, they had to do three things well: Show good character, good sense, and good will. These three elements comprise: Trust. With high trust, there is no colleague or follower you can’t work with and without it none you can work with.

Good Character is all about honesty, integrity and courage to do the right thing. If a client sees that you stand for what you say…say-do, you deliver what you promise, and make things right when you don’t, there’s little they won’t do for you.

Good Sense is basic competency in your business. In short, knowing your business well. To be of value and even competitive, you must know the substance of your craft.

Good Will: Simply put, clients must believe that you have their best interest at heart—you care for them in an enduring way. Trust comes not as a one-shot deal but a sustained relationship that good colleagues and clients want.

To be trusted you need all three of these (Good Character, Good Sense and Good Will)…not one or two. Over the next few posts, I'll discuss each of these three in more depth.

The Jefferson Tombstone Exercise

In my executive coaching practice, I used to ask executives what was important to them in life or what was their vision…things like that. Often, they would look at me with a kind of a deer-in-the-headlights look or a “say what?” look. Over time, I’ve come now to ask them the tombstone question. I got the idea from Thomas Jefferson (and since then I’ve heard it used by a number of others).
Jefferson wanted to be remembered for three specific achievement in his life—even though he served as president and US minister to France. Thus, he designed his own tombstone and wrote his own inscription, which reads that Thomas Jefferson was "author of the Declaration of American Independence, of the Statute of Virginia for religious freedom, and Father of the University of Virginia" and, as he requested, "not a word more."
I simply ask each of my executive clients very early on in our coaching engagement to list the 3-5 things that she or he wants to be remembered for in each of their lives. In short, if people got up at a funeral to speak words about you, what would you want them to say? This a powerful exercise to help leaders fast forward to the big things in their lives. Simply put, at the end of it all what was central to your life? Give this a try if you really want goals to shoot for that have meaning to you and the world.