A certified coach trained with iPEC, an Associate Certified Coach with ICF and a certified parenting coach with Coach-Parenting.
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Call in to ask any question you may have in personal or professional development. It is easy, call 1.712.432.3900 at 9a PST | 12 noon EST | 5p London, March 5th, 2010 Email us for your access code: Coaches @ CoachingCircles.com (no spaces) via phone
The Magic of Thinking Big by David J. Schwartz, Ph.D.
AUDIOBOOK: One of the world's foremost authorities on motivation. Getting the most out of your job, your marriage and family life, and your community
The Preferred Leader Assessment by Ken Blanchard; Travis Bradberry; Jean Greaves; Marc Muchnick
BOOK How well you walk your talk, partner with your staff and affirm their worth to the organization. 10 minutes test plus the action plans and recommended strategies for your unique profile.
Effectively Influencing Up
by Marshall Goldsmith
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“The great majority of people tend to focus downward. They are occupied with efforts rather than results. They worry over what the organization and their superiors ‘owe’ them and should do for them. And they are conscious above all of the authority they ‘should have’. As a result they render themselves ineffectual”. - Peter Drucker
• Focus on contribution to the larger good – not just the achievement of your objectives.
An effective salesperson would never say to a customer, “You need to buy this product, because if you don’t, I won’t achieve my objectives!”
Effective salespeople relate to the needs of the buyers, not to their own needs. In the same way effective upward influencers relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing up, focus on the impact of the decision on the overall corporation. In most cases the needs of the unit and the needs of the corporation are directly connected. In some cases they are not. Don’t assume that executives can automatically “make the connection” between the benefit to your unit and the benefit to the larger corporation.
• Strive to win the “big battles” – don’t waste your energy and “psychological capital” on trivial points.
Executive’s time is very limited. Do a thorough analysis of ideas before “challenging the system”. Don’t waste time on issues that will only have a negligible impact on results. Focus on issues that will make a real difference. Be willing to “lose” on small points.
Be especially sensitive to the need to win trivial non-business arguments on things like restaurants, sports teams or cars. People become more annoyed with us for having to be “right” on trivia than our need to be right on important business points. You are paid to do what makes a difference and to win on important issues. You are not paid to win arguments on the relative quality of athletic teams.
• Present a realistic “cost-benefit” analysis of your ideas – don’t just sell benefits.
Every organization has limited resources, time and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that something else may have to be sacrificed in order to have your idea implemented.
By getting ready for a realistic discussion of costs, you can “prepare for objections” to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan may outweigh the costs.
Continued...
A New Neuroscience of Leadership: Bringing Out More of the Best in People by Robert K. Cooper, Ph.D. We know that leaders at all levels of an organization need vision, strategic focus, and a bias toward action. But to shine in today's complex and changing world, leaders also need new insights and skills that upend conventional thinking about human potential, trust, energy, initiative and commitment.
Performance Is The Target by Jane Weddle Comments (0) How would you answer the following question if you had a choice between True and False? Training is a means to an end but not the end itself? If you stated True, you are right—if you answered False, then I am sorry to inform you that you are stuck in an old paradigm that training is the solution to your performance problems! Read whole article...
“Future Leadership” by Marshall Goldsmith and Robert M. Fulmer
Developing executive talent is necessary to remain competitive.
The need for executive education is apparent. Key questions include: how can we learn from today’s best practitioners to understand the trends and challenges that will become the norm in the future? free
“100 Ways to Help You Succeed / Make Money, Part 1” By Tom Peters
Here are the headlines for the first 25 Ways in which the Uber-Guru, Tom Peters, believes can help you succeed. He lists 50 in this link and he promises he will get back and do the other 50 sometime soon.
#1: THE CLEAN & NEAT TEAM! (TEAM TIDY?)
#2: PRONOUN POWER
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#25: HUSTLE! free
“The Antidote to Burnout” by Robert Gunn & Betsy Bullickson
Stress is exacerbated by thought habits that act like a clogged water filter in the mind free
“One of the leaders in assessment instruments.” Center for Creative Leadership
The Center for Creative Leadership is a nonprofit educational institution that serves as an international resource for increasing the leadership capabilities of individuals and organizations from across the public, private and nonprofit sectors. some free materials
“Time to Mourn” By ROBERT W. GUNN and BETSY RASKIN GULLICKSON
Corporate cost of time lost to bereavement leave is likely to increase. But the personal price of not giving grief its due is far greater. free
How to Know God DVD
DVDAn exciting, insightful journey towards a better understanding of one of life's greatest mysteries.
Fast Company
MAGAZINE: Smart attitudes and information for entrepreneurs and business professionals. "My 2 favorite magazines: Fast Company & Economist - hands down" ~ Janice, CEO Coaching Circles
Career Warfare: 10 Rules for Building a Successful Personal Brand and Fighting to Keep It
BOOK: ""A refreshing message ... from someone who has fought many corporate wars." <~ The New York Times
Effectively
A New Neuroscience of Leadership: Bringing Out More of the Best in People 
Performance Is The Target by Jane Weddle 
