Posts

Humor me while I do some self-coaching here. I am self-aware enough to know that I place a high value on being productive and helpful. These two tendencies often serve others well.

I often help top leaders figure out what capabilities to cultivate in themselves and their senior managers. I’ve also guided several strategic planning efforts recently. Both situations raised the same tension: Balancing big picture, strategic thinking with a focus on functional and tactical effectiveness.

I love the spark that ignites in a client during our conversations when they discover their own solution to a challenge. You don’t have to be an executive coach to gift such sparks to others. And this month is a great time to do so!

2021 has been an especially trying year for all. Along with the exhaustion, I’ve noticed a general uptick in blaming. (I am referring to misplaced, short-sighted and exaggerated blame – not reasonably expressed responses to wrongdoing.)

A nonprofit executive director recently said to me: “I know how I want to be leading now [post-peak crisis] and what’s good for the organization, but I’m not sure how to get there or how others will respond…. We have a strong team, so it shouldn’t be this hard!”

I recently wrapped up the annual AlumniCorps Emerging Leaders program I lead for rising nonprofit managers. Over eight months, the cohort members learn about their own leadership and discover what is most important. Today I feature some of the culminating lessons they shared, along with my own elaboration.