Member Login

Leadership

Six Myths About Emotions for Leaders

“Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision or powerful ideas. But the reality is much more primal. Great leadership works through the emotions.” ~ Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership(Harvard Business Review Press, 2013)

Most of my executive coaching clients are highly intelligent, but struggle in their ability to inspire people emotionally. Some are not aware of the emotions they are feeling. Others have a core belief that emotions belong at home and not in the workplace. But, is it true?

Myths about Emotions

“Emotional leadership is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.” ~ Daniel Goleman, Harvard Business Review,December 2001

When leaders communicate, they often focus on message clarity and overlook its important emotional component. To generate excitement, they need to master their emotional expressiveness.

But most leaders demonstrate resistance. They cling to long-standing assumptions about showing emotions:

Six Myths

1.  It’s unbecoming

2.  Undermines authority

3.  Reveals a lack of control

4.  Conveys irrationality

5.  Indicates weakness and vulnerability

6.  Isn’t masculine (and is, therefore, too feminine)

Men in leadership positions don’t want to come across as dictatorial, angry or moody. Their female counterparts avoid showing emotions because they believe it plays into stereotypes about women being high-strung.

You can develop the skills of emotionally expressive leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put emotionally expressive leadership skills into action?Does your organization provide executive coaching for leaders who need to be more conscious, and tap into the intrinsic motivation of followers? Emotionally expressive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I an emotionally expressive leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

Categories: 

Emotionally Intelligent Communication for Leaders

Emotional Expressiveness for Leaders

“Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision or powerful ideas. But the reality is much more primal. Great leadership works through the emotions.” ~ Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership (Harvard Business Review Press, 2013)

How well do the leaders in your organization express their emotions? What about you? Do you appropriately articulate your feelings? Do you use emotional expressiveness to persuade and inspire others?

Leaders are responsible for their organizations’ energy levels. While research has demonstrated a strong link among excitement, commitment and business results, many leaders stumble at emotional expressiveness. They hesitate to express both positive and negative emotions in an effort to maintain credibility, authority and gravitas. Consequently, they’re losing one of the best tools for achieving impact.

Emotional Intelligence

“The role of emotional maturity in leadership is crucial.” ~ Kathy Lubar and Belle Linda Halpern, Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire (Penguin Group, USA, 2004)

MBA programs don’t teach emotional expressiveness, although professors often address emotional intelligence as an important leadership quality.

Emotional intelligence is the ability to understand and manage your — and others’ — moods and emotions, and it’s a critical component of effective leadership. Leaders at all organizational levels must master:

1.  Appraisal and expression of emotions

2.  Use of emotion to enhance cognitive processes and decision-making

3.  The psychology of emotions

4.  Appropriate management of emotions

Every message has an emotional component, so leaders must learn to articulate and express their feelings. Mastering this objective inspires your team in five essential domains:

1.  Developing collective goals

2.  Instilling an appreciation of work’s importance

3.  Generating and maintaining enthusiasm, confidence, optimism, cooperation and trust

4.  Encouraging flexibility in decision-making and change management

5.  Establishing and maintaining a meaningful organizational identity

Leaders create authentic relationships by expressing interest in their people and showing empathy. They must also learn to express their emotions publicly.

Myths about Emotions

“Emotional leadership is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.” ~ Daniel Goleman, Harvard Business Review, December 2001

When leaders communicate, they often focus on message clarity and overlook its important emotional component. To generate excitement, they need to master their emotional expressiveness.

But most leaders demonstrate resistance. They cling to long-standing assumptions about showing emotions:

·   It’s unbecoming

·   Undermines authority

·   Reveals a lack of control

·   Conveys irrationality

·   Indicates weakness and vulnerability

·   Isn’t masculine (and is, therefore, too feminine)

Men in leadership positions don’t want to come across as dictatorial, angry or moody. Their female counterparts avoid showing emotions because they believe it plays into stereotypes about women being high-strung.

Does Your Head Overrule Your Heart?

In business, we’re highly respected for our sharp minds, to the extent that we frequently ignore and squelch our emotional voices. But even the most analytical personalities experience emotions.

Peter Bregman addresses this issue in “Don’t Let Your Head Attack Your Heart,” a July 2014 Harvard Business Reviewblog post:

“We are trained and rewarded, in schools and in organizations, to lead with a fast, witty and critical mind. And it serves us well. The mind can be logical, clear, incisive and powerful. It perceives, positions, politics and protects. One of its many talents is to defend us from emotional vulnerability, which it does, at times, with jokes and quick repartee.

The heart, on the other hand, has no comebacks, no quips. Gentle, slow and unprotected, an open heart is easily attacked, especially by a frightened mind. And feelings scare the mind.”

It’s no wonder that leaders become entrenched in a comfort zone of data, facts and ideas. But safe isn’t always smart. Truly inspirational leaders express their emotions and are quick to pick up on others’. Most, however, avoid expressing their feelings, fearing they’ll appear weak or out of control.

Bad News for Buttoned-Up Leaders

Research into emotional and social intelligence reveals the contrary. Failure to show emotions makes leaders far less effective. Without recognizing our feelings, our ability to make wise decisions is impaired.

Feelings are often suppressed and go unexplored. We also ignore them in our peers, employees and customers. We assume everyone feels as we do.

In truth, every human interaction is emotionally charged — especially at work. You can try to ignore this reality, but do so at your own peril. Your moods, both positive and negative, are ultimately contagious. Expressing your emotions may make the difference between inspiring employee commitment and perpetuating a culture of ennui.  

3 Basic Techniques

Lubar and Halpern offer three guidelines for developing expressiveness that inspires others, influences change and drives business results.

1. Generate Excitement

Creating excitement begins with showing enthusiasm and fighting the urge to suppress it. You’ll deepen your bond with others by revealing your humanity and vulnerability.

Anger, frustration and pain, when properly expressed, bring us closer to one another. Never forget, however, that expressing emotion has a powerful effect, so think before you emote.  Always wield emotions with thoughtfulness.

Unfortunately, we must address one important caveat: It’s wise for women and members of minority groups to proceed with caution. Like it or not, these groups continue to walk a tightrope between showing authenticity and playing the conformity game.

Yes, we’ve come a long way, but the road to success remains strewn with unspoken rules and hidden prejudices. If you own your emotions and feel completely comfortable with them, you’ll likely be fine.

2. Put Nonverbal Cues to Work

“What makes presence is not just the clothes you wear, the words you speak or how you think. Rather, presence requires alignment between your mind, body and words — to walk the talk, you need a simultaneous focus on all three levers: mental, skill and physical. Your presence is an interconnected system of your beliefs and assumptions, your communication skills and your physical energy.” ~ Amy Jen Su, Own the Room: Discover Your Signature Voice to Master Your Leadership Presence (Harvard Business Review Press, 2013)

While the words you choose play an important role in your message’s emotional impact, research tells us that facial and body cues may be even more significant:

·   Body language and confidence level shape your message’s impact.

·   Tone of voice radiates clarity, energy and passion (or lack thereof).

·   Actual words have the least effect on communication impact.

 Albert Mehrabian, a professor emeritus of psychology at UCLA, conducted studies that revealed:

·   Words account for only 7% of a speaker’s impact.

·   Vocal tone is responsible for 38%.

·   Body language trumps them both at an astounding 55%.

Despite these game-changing findings, most of us spend 99% of our time on crafting language when planning a presentation — and a mere 1% on how we’re going to convey our message.

You lose credibility when your face and body send different messages. You may not even be aware of your “tics”: unconscious movements or gestures that are out of sync with how you truly feel.

Speak from your core values to achieve alignment. If you’re struggling, consider hiring an experienced executive coach. The challenge is too important to ignore. Your overall leadership presence ultimately determines whether you’re perceived as a strong candidate for promotion.

3. Find and Express a Passionate Purpose

Imbue your words, actions and stories with passion and authenticity. Every time you want to communicate a message, incorporate specific, dynamic verbs that characterize your intentions.

Leaders generally try to explain or relay information. This very act lacks energy, passion and/or tension. Instead of using dry, colorless verbs to convey your point, substitute action words that carry emotional intensity.

For example, don’t “make an announcement to explain upcoming changes.” Instead, “challenge people to make some adjustments” or “overcome obstacles to success.” Focus on what truly matters: your passionate purpose.

Have you ever noticed what happens in a conference room full of people when a speaker starts telling stories? People sit up straight and lean toward the speaker. They put down their smartphones, stop texting and begin to pay attention.

Effective storytelling goes beyond the conference room. The minute your boss tells you a personal story, you listen intently because you’re gaining a glimpse into his or her true passions.

Telling stories helps you express yourself naturally. You needn’t be an accomplished or trained speaker to come across as genuine and interesting. When you tell a personal story, your voice, body and emotions work in concert to create authenticity. You generate emotional responses from your audience, touching both head and heart — a far cry from relying on PowerPoint presentations and ordinary bullet points.

Connect with your inner passions by asking yourself:

·  What am I fighting for?

·  What do others want?

·  What are the obstacles?

Use your answers to choose verbs that capture your passionate purpose.

Never forget that every human interaction — from meetings and presentations to memos and face-to-face conversations — involves needs and desires, real or potential conflicts. These pivotal moments are opportunities to change minds and influence behavior. Your goal is to identify the desired change or problem to be overcome and invest it with energy and passion.

You can develop the qualities of positive leadership by working with a professional coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action?Does your organization provide executive coaching for leaders who need to be more conscious tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

Categories: 

Creating a Positive Mindset – High Engagement Conversations

Creating a Positive Mindset

I’ve discovered over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my executive coaching clients confided in me this week that he was struggling to convince several of their senior executives on changing their company culture.  The data from a recent company engagement survey indicated that far too many employees were not engaged wit the mission and vision of the company. It was as if the big egos in the room were locked in a battle of who was right and blaming the others for perceived failures.

I asked him “What happens or behaviors do you observe now and what would you like to see in the future?” He responded, “I tolerate behaviors that don’t contribute to growth”.  I suggested that he first work on becoming aware of his own habits and patterns of behavior.  He then would model the new desired behavior.

At our next meeting, he reported that he consciously interrupted the pattern of a battle of inflated egos and got everyone’s undivided attention. The members of the executive team thought that if he was so passionate about his belief in creating a new culture that they began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward.  In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally. 


Finding the Right Feedback Ratio

A wave of research reveals that “soft”-sounding positive management practices — including conversations focused on dreams, strengths and possibilities — motivate people to achieve higher performance levels. In fact, the more positive the message, the better the outcome.

But managers are charged with pointing out what’s not working and solving real problems — a mandate that presents a potentially frustrating leadership dilemma: How can you focus on the positive when continually forced to make corrections?

Richard Boyatzis, PhD, a professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University in Cleveland, offers a pragmatic solution: “You need the negative focus to survive, but a positive one to thrive. You need both, but in the right ratio.”

Let’s quantify this ratio. Effective leaders should provide 3–5 positive messages for every negative message they deliver. Your communication must skew heavily toward the positive, without sounding incongruent or inauthentic.

If you fail to “accentuate the positive” (to borrow a World War II-era song title), you remain stuck in negative feedback patterns that demotivate your staff.

Positive Benefits

Barbara L. Frederickson, PhD, a psychologist at the University of North Carolina, Chapel Hill, has found that positive feelings expand our awareness of a wider range of possibilities. Instead of looking at what needs to be fixed, we learn to focus on what’s right and needs to be reinforced. When we emphasize positive deeds, using positive language, achievement builds upon itself.

From a neurological standpoint, positivity activates reward centers in the brain, triggering the release of mood-elevating neurotransmitters like dopamine. As we experience positive feelings, we begin to crave even more of them. This cascade propels us to chip away at the small steps needed to achieve our larger goals and ultimately sets the stage for success.

Indeed, Dr. Frederickson’s psychology research shows that a positive focus bestows greater attentiveness, more flexible problem-solving, enhanced creativity and improved teamwork.

We Conversations

Begin to transform your team by attaching everything you say and do to higher goals and values. Leaders, managers and staff become more positive when they pay attention to the language they use. Rephrase statements in a more positive way, without sacrificing honesty or reality.

If you’re in a management position, everything you say – or don’t say – is magnified, making it even more important to boost your positive/negative ratio. Aim for a least a 3:1 (ideally, a 5:1) ratio of positive to negative statements. When you adopt this approach, others will follow suit.

Show Frequent Appreciation

Instead of seizing on what your people do wrong, start to verbally acknowledge what they’re doing right. Track and recognize progress. Most people perform better when they know they’re appreciated.

This doesn’t mean you should suppress bad news. Instead, learn to deliver it in ways that are less likely to provoke defensiveness. Your execution will improve with practice. You’ll gain respect and better performance outcomes – whether you’re participating in official performance reviews or simply engaging in casual conversations with employees.

Identify and implement action steps on multiple fronts – from the seemingly simple communication efforts to the more complex ones. Changes at the individual level will begin to transform your working environment into a finely oiled machine that values both results and social relationships.

Employing positive leadership practices will allow employees at all levels to flourish at work, sustain energy and reach peak performance. Conversations that highlight people’s strengths, desires and dreams generate emotions and energy that drive us to work harder. The more positive the discussion, the more positive the outcome.


You can develop a more positive mindset by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

We coach leaders to cultivate creativity, clarity, focus and trust in a full engagement culture.

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive LeadershipTeams

Mindfulness & Emotional Intelligence Workplace Expert



Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader.

Dr. Brusman facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching 



For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.



Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com 



Connect with me on these Social Media sites.
 http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman


 

Categories: 

Creating a Positive Mindset and Culture - A Strengths-Based Approach

I’ve learned over the past thirty years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my executive coaching clients confided in me this week that he was struggling to convince several of their senior executives on changing their company culture. The data from a recent company engagement survey indicated that far too many employees were not engaged wit the mission and vision of the company. It was as if the big egos in the room were locked in a battle of who was right and blaming the others for perceived failures.

I asked him “What happens or behaviors do you observe now and what would you like to see in the future?” He responded, “I tolerate behaviors that don’t contribute to growth”. I suggested that he first work on becoming aware of his own habits and patterns of behavior.  He then would model the new desired behavior.

At our next meeting, he reported that he interrupted the pattern of a battle of egos and got everyone’s attention. The members of the executive team thought that if he was so passionate about his belief in creating a new culture that they began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward. In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally.

A Strengths-Based Approach

There's a reason why managers’ focus on strengths and weaknesses is so important. Most organizations are obsessed with fixing weaknesses. They consequently conduct performance reviews, 360-degree assessments and they like to evaluate how well employees and managers are measuring up to predefined goals and competencies.

Managers are instructed to look at an employee’s assessed gap and coach for greater performance in areas of weakness. The goal is to raise awareness of deficiencies and encourage progress toward a set standard, building strength where it is lacking. An executive coach, an offsite training program and in-house learning programs may be assigned.

Such assessments, however, usually pay only cursory attention to an employee's strengths. The assessment, performance review and subsequent remedial programs focus instead almost exclusively on gaps or weaknesses.

Focus on What Works

Too many managers assume that employees need to be good at many things, rather than excellent in key areas — a decidedly negative view of human capital.

More recent studies in behavioral sciences and organizational performance have firmly established that focusing on what works, followed by a program to scale it to greater levels, is a more practical and efficient approach to developing people and performance.

Managers who take a strengths-based approach help employees identify strengths and align talents with their work. These managers don't ignore employee weaknesses, but fixing them isn't their primary focus.

Instead, positive managers focus more on the areas in which an employee excels and how his or her strengths can be leveraged to benefit the employee, team and organization.

Greenberg and Arakawa measured the degree to which managers used strength-based behaviors by asking employees to rate their level of agreement with a series of statements, such as:

  • "My project manager matches my talents to the tasks that need to be accomplished."
  • "My project manager encourages high performance by building on my strengths."

They found that managers who focused on strengths enjoyed superior team performance, as opposed to managers who focused on weaknesses.

Their study surveyed more than 100 information technology professionals in different managerial roles at The Hanover Insurance Group. Managers were asked about how well projects met budget, schedule and quality standards.

Using the employee responses, Greenberg and Arakawa ranked the extent to which managers focused on strengths and found that those in the top quartile had much higher project performance results.

Based on retrospective project performance results from 2005, managers in the top quartile achieved an average project performance score of 10.6 on a 20-point scale, while managers in the bottom quartile achieved an average score of 7.09. In 2006, the average score for top-quartile managers was 17.91, compared to an average score of 11.55 for managers in the bottom quartile.

Good managers won't be surprised to find a correlation between their behavior and employee performance. But even Hanover's leaders were surprised at how much the two factors correlated.

You can develop a more positive mindset by working with an executive coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put a strengths-based positive leadership model into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

Categories: 

ARE YOU FOCUSED ON OR IN YOUR BUSINESS?

A close friend and predominant CEO recently told me that he was (and often still is) scared to death of handing over the reigns in certain areas of his business, however if there is something he has learned it's that you have to invest as much time focusing on the business as you do in the business. 

 

Where do you spend the predominance of your time, working in your business or on your business? The former are the management efforts often necessary to ensure business continuity; however it's the latter activities that provide the most significant contribution to growth and evolution.

 

Working in the business comes naturally for most, therefore the challenge comes in recognizing where we are investing the predominance of our time, and ensuring we strategically balance our time and efforts between working in the business, and on activities that support growth and expansion.

 

Here are some examples of activities focused on the business: 

  • Thinking about your desired future
  • Investigating growth opportunities, partnerships and acquisitions
  • Researching and validating technology that will support expansion and growth
  • Identifying key individuals to support succession and growth plans
  • Coaching to develop existing and future leaders within the organization
  • Build investor relationships that will support future funding and investment needs
  • Collaboration with customers who support businesses capacity and capability needs
  • Invest in peer learning experiences that allow for new ideas and perspectives
It may seem counter intuitive, however the key to building a business that your customers and employees value is to invest time consistently in activities that focus on the business, which will in turn create a foundation that requires less efforts to manage in the business.

 

If you are not investing time in these areas, who will?

 

Categories: 

Creating a Positive Mindset and Company Culture

Positive Mindset and Company Culture

I’ve learned over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They lead from a compassionate and positive space within.

Positive leaders are mindful, and get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my CEO executive coaching clients shared with me that he was struggling to convince several of his senior executives on changing their company culture. The data from a recent company engagement survey indicated that far too many employees were not engaged with the mission and vision of the company.

The company culture was negative and toxic. The big egos of top leadership were consistently locked in a battle of who was right and blaming the others for perceived failures. Each of the leaders had a strongly held belief that others were responsible for the mediocre performance of the organization. As a result, negativity cascaded throughout the organization.

I asked the CEO to reflect on the following question: “What behaviors do you observe now and what would you like to see in the future?” He took a moment breathing deeply and responded, “I can be too negative, and tolerate unproductive beliefs and behaviors that don’t contribute to growth”.  

I applauded him on his self-insight and courage to take responsibility for the current situation. I suggested that he first work on changing his own own habits and patterns of behavior which helped create the current culture. He then would model the new desired behavior of positivity and help create resonance for the organization.

After several months of coaching focused on changing his negative beliefs and focusing on positivity, he reported that he felt he was making progress. The CEO changed his habit of focusing on the negative, and began paying attention to what was working well. He was becoming a more inspirational leader telling positive stories that helped create a more resilient culture.

The members of the executive team thought that if he could change and become more positive emotional attractor and stop blaming others well maybe they could too! The CEO was so passionate about his belief in creating a new culture based on trust. They began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

At an off site Retreat that I facilitated, leaders at all levels of the company co-created a Values Statement that reflected the aspirations of everyone aligned towards a common goal. Values drive commitment. The energy at work was beginning to shift, and people reported being happier and more committed to achieving business results through passionate and conscious collaboration.

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward. In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally. Engagement is most influenced by how their leaders behave.

Positive Engagement

The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated. In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

A Gallup Management Journal survey found that, of all 24.7 million U.S. workers, roughly 18% are actively disengaged. Gallup estimates the lower productivity of actively disengaged workers costs the U.S. economy about $382 billion (http://gmj.gallup.com/content/28867/Many-Employees-Would-Fire-Their-Boss.aspx).

Because of current economic realities, people may not be leaving their jobs Instead, they join the ranks of the disengaged and become “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend. Executive coaching can help leaders develop a positive mindset, and connect with the hearts and minds of their people.

The benefits of developing a positive or growth mindset follow:

Ten Benefits of a Positive Mindset

1. Positive people live longer.

2, Positive people are more resilient when facing stressful challenges.

3. Positive work environments outperform negative work environments.

4. Positive, optimistic salespeople sell more than pessimistic salespeople.

5. Positive leaders make better decisions under pressure.

6. Successful marriages are likely to experience a 5-to-1 ratio of positive to negative interactions.

7. Positive people are able to maintain a broader perspective and identify solutions.

8. Positive thoughts and emotions are the antidote to the negative effects of stress.

9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level.

10. Positive leaders are more likely to achieve greater success in the workplace.

You can develop a more positive mindset and company culture by working with an executive coach. The investment is well worth the reward: your ability to influence your organization’s future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
 
http://twitter.com/drbrusman
 http://www.facebook.com/maynardbrusman
 http://www.linkedin.com/in/maynardbrusman
 http://www.youtube.com/user/maynardbrusman
 http://google.com/+maynardbrusman

 

 

Categories: 

The Business Case for Positivity

Creating a Positive or Growth Mindset

I’ve learned over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my executive coaching clients confided in me this week that he was struggling to convince several of their senior executives on changing their company culture.  The data from a recent company engagement survey indicated that far too many employees were not engaged wit the mission and vision of the company. It was as if the big egos in the room were locked in a battle of who was right and blaming the others for perceived failures.

I asked him “What happens or behaviors do you observe now and what would you like to see in the future?” He responded, “I tolerate behaviors that don’t contribute to growth”.  I suggested that he first work on becoming aware of his own habits and patterns of behavior.  He then would model the new desired behavior.

At our next meeting, he reported that it interrupted the pattern of a battle of wits and got everyone’s attention. The members of the executive team thought that if he was so passionate about his belief in creating a new culture that they began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward.  In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally.

The Business Case for Positivity

As scientists study the brain and learn more about how we achieve optimal functioning, the term positivity has finally captured business leaders’ interests. What researchers are discovering about positive emotions at work is essential knowledge for anyone who wants to lead individuals and organizations to high performance.

One study of CEOs showed that positivity training could boost their productivity by 15 percent, and managers improved customer satisfaction by 42 percent. Positivity training programs have demonstrated excellent results with tax auditors, investment bankers and lawyers.

Briefly, here’s what these groups are taught to reduce stress and raise their levels of happiness and success:

  1. How to develop a positive mindset
  2. How to build their social support networks
  3. How to buffer themselves against negativity

Despite such training’s amazing results, many leaders remain completely unfamiliar with the concept.  Maybe there’s a stigma attached to positive thinking and happiness.

Being positive isn’t simply about being nice and giving in, nor does it mean suppressing negative information and emotions.  Both are critical for optimal performance. Apparently, however, a 3:1 positivity-to-negativity ratio is the tipping point for individuals and business teams to go from average to flourishing.

When you experience and express three times as much positive as negative emotion, you pave the way for excellence and high performance. Most of us (80 percent) experience a ratio of 2:1.

In business, positive emotions yield:

1.  Better decisions. Researchers at the UC Berkeley Haas School of Business studied how positive moods affect managers. Managers with greater positivity were more accurate and careful in making decisions, and were more effective interpersonally.

2.  Better team work. Managers with positive emotions infect their work groups with similar feelings and show improved team coordination, while reporting less effort to accomplish more.

3.  Better negotiating. At Northwestern University’s Kellogg School of Management, researchers learned that when people negotiate complex bargains, positivity again surfaces as a contributing factor for success.

Negotiators who strategically display positivity are more likely to gain concessions, close deals and incorporate future business relationships into the contracts they seal. Those who come to the bargaining table with a cooperative and friendly spirit strike the best business deals.

Positive emotions directly correlate with:

·   Increased creativity

·   More curiosity and interest in the world

·   Better health

·   Better social relationships

·   Optimism and perseverance

·   Longevity

The business benefits of positivity include:

·   Lower turnover

·   Improved customer service

·   Better supervisor evaluations

·   Lower emotional fatigue

·   Higher job satisfaction

·   Better organizational citizenship (ethics)

·   Fewer work absences

·   Improved innovation

·   Better safety records

Emotions’ Role in Business

For businesses and organizations, emotions are functional.  Both negative and positive emotions work to drive results. Negative emotions serve to limit our thoughts and behaviors, helping us to act more decisively in times of stress or crisis.

Positivity broadens your outlook, opens you to new solutions and ideas, and brings more possibilities into view. Positivity fosters vital human moments that go beyond optimism and a smiling face. It infuses your mindset and outlook, affects your heart rhythms and body chemistry, reduces muscle tension and improves relationships.

The Broaden-and-Build Model of Positive Emotions

Unlike negative emotions, which narrow our focus with respect to possible actions, positive emotions achieve the opposite: They open us. Positivity expands our social, physical and cognitive resources.

Psychologist Barbara Fredrickson, PhD, has conducted extensive research in this area. She outlines her “broaden-and-build theory of positive emotions” in Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity and Thrive (Crown Archetype, 2009).

Dr. Fredrickson suggests that positive emotions (enjoyment, happiness, joy, interest and anticipation) broaden our awareness and encourage novel, varied, and exploratory thoughts and actions. Over time, this expanded behavioral repertoire helps us build skills and resources.

In contrast, negative emotions prompt narrow, immediate, survival-oriented behaviors. For example, anxiety sparks a primal fight-or-flight response, which we needed to survive during our caveman days. When anxious, we narrow our focus to shut out distractions—important for cavemen, but often counterproductive in business.

On the other hand, positive emotions take your mind off stressors. Over time, the skills and resources you have built through broadened awareness serve to enhance your professional survival. (They are essential for innovation, customer service and employee engagement.)

Dr. Fredrickson conducted studies in which participants watched films that induced either positive (amusement, contentment), negative (fear, sadness) or no emotions. Viewers who experienced positive emotions showed heightened levels of creativity, inventiveness and “big picture” perceptual focus.

Dr. Fredrickson emphasizes two core truths about positive emotions:

1.  They open our hearts and minds, making us more receptive and creative.

2.  Consequently, we can discover and build new skills, ties, knowledge and ways of being.

Positivity and High Performance

For years, organizational psychologist Marcial Losada, PhD, studied the characteristics of high-performing business teams.As part of his work, he designed a meeting room to capture the real-time behavior of business teams in action.

The room resembled any ordinary boardroom, but it was fitted with one-way mirrors and video cameras that allowed research assistants to record every statement during company teams’ hour-long meetings.

In particular, Dr. Losada tracked whether individuals’ statements were:

1.  Positive or negative

2.  Self- or other-focused

3.  Based on inquiry (asking questions) or advocacy (defending a point of view)

By the mid-’90s, 60 different teams had been observed and coded. At the same time, each team’s performance level was identified based on independent data. Twenty-five percent met the criteria for high performance based on three distinct indicators:

1.  Profitability

2.  Customer satisfaction ratings

3.  Evaluations by superiors, peers and subordinates

About 30 percent scored low on all three factors.The rest had mixed profiles. Dr. Losada also rated team behavior on connectivity (how well tuned or responsive members were to one another).

When he later divided the teams into high, low and mixed performance levels, striking differences emerged. High-performance teams stood out by their unusually high positivity-to-negativity ratios: about 6:1. Mixed-performance teams scored ratios of 2:1, while low-performing teams scored 1:1.

High-performing teams also had higher connectivity ratings and an interesting balance on other dimensions. Members asked questions as much as they defended their own views, and they cast their attention outward as much as inward.

Low-performing teams, however, had far lower connectivity, asked almost no questions and showed almost no outward focus.

The positivity/negativity ratio has been found to be a critical parameter in ascertaining what kinds of dynamics are possible for business teams. It is measured by counting the instances of positive feedback (e.g., “that is a good idea”) vs. negative feedback (e.g., “this is not what I expected; I am disappointed”).

Dr. Losada’s findings can be summarized as follows: If a team is highly connected, its members will tend to maintain an equilibrium between internal and external focus, as well as between inquiry and advocacy. They will also maintain a positivity/negativity ratio above 3:1.

If connectivity is low, the team will be more internally focused, it will advocate strongly, and its positivity/negativity ratio will be below 3:1.

The Tipping Point: 3:1 Positivity Ratio

Dr. Losada’s research correlates with Dr. Fredrickson’s, in that both independently arrived at a 3:1 positivity-to-negativity ratio for optimal functioning (whether for individuals or teams).

Psychologist John Gottman, PhD, an expert on marital relationships, found similar data for successful marriages. In flourishing marriages, positivity ratios were about 5:1. Similarly, research by clinical psychologist Robert Schwartz, PhD, cites an optimal positivity ratio of 4:1.

Most people (more than 80 percent), when reporting their experiences over the course of a day, report about a 2:1 positivity/negativity ratio.

For a small percentage, however, the ratio will be over 3:1. This correlates with high performance, life satisfaction and other measures of flourishing.

Improve Your Ratio

You can take a self-evaluation of your positivity/negativity ratio at Dr. Fredrickson’s site, www.positivityratio.com. To improve your ratio, you must decrease the number and intensity of negative moments, increase the positive moments, or both.

The goal is not to eliminate bad thoughts. Negative emotions are appropriate and useful. Properly used, negativity keeps us grounded, real and honest. It provides energy at crucial moments.

We need to become aware, however, of gratuitous negativity. For example, if you work with someone who’s annoying, you probably plug into negativity with each encounter.This is an entrenched emotional habit—and while it may be justified, it’s detrimental to your success and well-being.

Fortunately, simple awareness of negativity has a curative effect. Once you learn to spot it, you can defuse it. This is similar to the practice of mindfulness meditation, where you observe your thoughts without judgment.

To reduce negative thinking, adopt these useful techniques from the field of cognitive behavioral psychology and Dr. Fredrickson’s book:

  1. Dispute negative, black-and-white thinking habits (always/never, most/least, internal/external).
  2. Break ruminative thinking (use distractions to change mood).
  3. Become more mindful (observe without judgment).
  4. Reduce bad news streams.
  5. Avoid gossip and sarcasm.
  6. Smile more often at people.

Raise Your Positivity

Scientists are experimenting to discover new ways to boost positivity.  Because of the brain’s neuroplasticity, we can rewire it to create new thought habits and become more positive.

Like any new activity, this requires practice. It may take a while for positive thinking to become natural and habitual. Try these three frequently cited exercises to create positive thinking habits:

1. Practice gratitude.Keep a daily gratitude list. Ask yourself questions like “What went right?” and “What was the best part of today?”

2. Practice positive feedback. Catch people doing things right. As you practice this skill and express your appreciation more often, people will shine. You’ll also become more aware of what works.

3.  Envision your best possible future. When you daydream about your future, you set yourself up for goal-directed behaviors. Having a vision for the future is reassuring when the going gets tough. Envisioning your best possible future helps you persevere and provides hope and energy.

Unfortunately, few leaders pay attention to positivity in the workplace. Positivity training programs don’t seem serious enough for business allocations, and some leaders may think they’re already pretty positive.

Indeed, most people score about a 2:1 positivity/negativity ratio. While it’s rare to find people who enjoy a 3:1 ratio, remember that it’s the true tipping point between average and flourishing.

You can develop a more positive mindset by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

Categories: 

Good Leaders Are Hard To Find

Do you have strong leaders in your business today? If so, do they have the attitude, beliefs and character to continue to evolve and develop as the needs of the business and it's customers change? I call these the "A - B - C's" of leadership.

The reality is that for most companies there is always a need for a rejuvenation and realignment of leadership as the company evolves. If you're unsure of whether you require a shift in leadership, here's a test for you. If I suggested to you that we could wave a magic wand and replace any of the executives, managers, or supervisors in your company, are there names that immediately come to mind? If "yes," my question to you would be, what are you waiting for

 

Having a less than adequate leadership is a barrier to business success, no matter how you slice it. Investing in improvements to employees, processes, or technology without strong, strategic and supportive leadership is like having a new Ferrari fueled up and ready to go, but you don't have the key.

 

If you want to identify or select strong leaders, here are the criteria that I use when performing leadership assessments for my clients that you can use to measure the potential and effectiveness of your leaders, confirming whether or not they are the "right fit" for your future:

 

Senior leaders

  • Vision focused - they support and can articulate to employees the desired future state of the organization.
  • Positive mindset - they are not negative or bitchy; they remain optimistic in the face of challenge.
  • Genuine and motivating - they are respectful of employee needs while remaining true to business objectives.

Middle Management

  • Strategic mindset - they can function tactically, but also connect with the strategic vision of the organization.
  • Connectors and collaborators - they are able to create collaborative connections across business units.
  • Dirty hands - they are not afraid to get their hands dirty and experience "a day in the life" of their employees.

Front line leaders

  • Delegate over doing - they are adept at managing workload through delegation and employee empowerment.
  • Patient and pragmatic - they balance efforts to build, support and nurture employee relationships.
  • Dedicated and deliberate - their intentions are clear and they show an unrivaled devotion to the company.

 

Question: How do your leaders measure up to these charateristics? If you realize that there are gaps, how and when will you address these gaps?


Categories: 

Emotional Intelligence Solutions for Toxic Leadership

We coach leaders to cultivate creativity, clarity, focus and trust in a full engagement culture.

Toxic Leadership

“Toxic leaders cast their spell broadly. Most of us claim we abhor them. Yet we frequently follow — or at least tolerate — them.” ~ Jean Lipman-Blumen, The Allure of Toxic Leaders(Oxford University Press, 2004)

Much has been written about toxic leaders with psychopathic traits and narcissistic personality disorders. Bad leaders leave a trail of diminishing returns, ruined reputations, failed products, employee litigation and disheartened staffs.

But applying labels doesn’t solve any problems. Leadership is relationship-driven, and organizational toxicity involves all levels—from followers to executive boards. Chopping off the rotting head won’t do the trick when the entire organizational system has been infected.

Companies that replace one dysfunctional leader with another often run through a series of CEOs in an attempt to find the right savior. They’re effectively changing seats on the Titanic. Consultants and coaches may try to treat toxicity’s symptoms, but they’ll achieve lasting results only when they address its root causes.

Despite our best efforts at developing leadership skills, we continue to witness counterproductive and destructive workplace behaviors. Toxic leadership is a major contributor to employee disengagement.

In Search of Answers

“Toxicity is everybody’s business, just as ‘quality is everybody’s business’ in TQM.” ~ Alan Goldman, Transforming Toxic Leaders(Stanford University Press, 2009)

There’s no shortage of bestselling business books that pose the following questions:

·   How do we handle high achievers with difficult behaviors that push the limits?

·  Why do followers and executive boards tolerate and empower toxic leaders?

·  Why are HR experts, boards, managers and others so reluctant to respond to toxic behaviors?

·   Should we fire a dysfunctional CEO or hire a leadership coach who provides detoxification training?

The dark side of leadership emerges over time. Left unchecked, bad behavior invites turnover, absenteeism, grievances, bad press and costly lawsuits.

Can leadership coaches and consultants diagnose and “cure” these destructive leaders?

It’s not easy. Most toxic leadership behaviors are embedded in dysfunctional systems that actually promote destructiveness through poor policies, avoidance and negligence.

Signs of Toxicity

Toxic leaders have been responsible for numerous horrific business failures in the last few decades: Kenneth Lay and Jeffrey Skilling at Enron, Dennis Kozlowski at Tyco International and Bernard Ebbers of WorldCom. While many organizations have toxic leaders, they may manage to survive for years before problems get out of hand.

There is no precise definition of toxic behavior. Most people recognize it as displays of arrogance, selfishness, manipulation, bullying, callousness and control. Toxic bosses may be smooth and polished with people they need, but disrespectful and harsh with subordinates.

Many toxic bosses achieve spectacular results and wind up in the limelight, so their transgressions are forgiven or tolerated. They use their ability to manipulate people to further their own careers, no matter the cost to the organization or its people.

In the short term, they act like heroes and create loyal followers who produce great results. In the long term, they create enemies, bend rules, and push the limits of ethics and relationships.

When business results are positive, toxic behaviors may go unchecked. But when the bottom line takes a dip, CEOs lose their patience — but it’s often much more difficult to make corrections at that point.

Resisting External Help

Coaches and consultants know firsthand that corporate toxicity rarely has a single cause, leader or culprit. Attempts to single out destructive leaders won’t fix all problems. Multiple levels of the organization should be scrutinized.

CEOs must be willing to take a participatory approach to healing at all levels. Otherwise, they risk hiring and promoting more toxic leaders in the future. Unfortunately, companies often call in external experts only after reluctantly acknowledging the scope of their problems.

Even when they do ask for help, many CEOS have already chosen a culprit, and they try to dictate their agenda to the outside consultant. When entrenched in defensive and protective behaviors, leaders often resist attempts to change established patterns of negative organizational behavior.

Experienced coaches and consultants anticipate and push through this resistance. They are usually adept at evaluating toxic dynamics and preparing an honest, accurate evaluation.

Even the most highly productive leaders have some toxic qualities that contribute to their success. The earlier an organization retains external experts, the easier it will be to resolve unhealthy dynamics.

Transformation Opportunities

Perhaps what’s needed is a counterintuitive approach. Instead of dwelling on toxic behaviors’ destructive impact, consultants and coaches can work with leaders to identify opportunities inherent in their deficits.

Is this unrealistic? One expert doesn’t think so.

Instead of viewing toxic leaders as villains and liabilities, think of them as potential assets, innovators and rebels, urges management professor Alan Goldman in Transforming Toxic Leaders.

Working on the premise that “toxicity is a fact of company life,” Goldman suggests there are advantages to be gained from skillful anticipation, control, and handling of troubled and difficult leaders.

Dysfunctional organizations will ignore toxicity and its impact. Conversely, successful companies come up with resourceful, innovative strategies for turning seeming deficits into developmental opportunities.

Toxicity Prevention Plan

Goldman offers 10 steps to preparing for toxicity’s impact on the workplace:

1. Take a proactive, preventive approach to detecting and handling dysfunctional behaviors. Articulate strategies for identifying problems throughout the company.

2. Find innovative ways to solve identified toxicity problems.

3.  Engage external consultants and coaches as helping partners, when necessary.

4.  Provide leadership and employees with emotional-intelligence training, which will improve relationships and toxin detection/management skills.

5. Provide negotiation and conflict-resolution training for management and HR leaders.

6.  Develop organizational protocols for preventing, assessing and treating toxic behaviors. (Hiring an outside management consultant may be warranted.)

7. Designate managers or HR leaders to function as toxin detectors and handlers. Companywide training in toxicity and counterproductive behavior is appropriate.

8.  Review your organization’s and leaders’ orientation toward workplace problems. How do you handle personnel and relationship conflicts? Toxin detection?

9.  Review your current grievance, mediation, arbitration and/or ombudsperson policies to determine compatibility with, and support of, other toxin-related initiatives.

10.  Use 360-degree feedback for early detection of interpersonal problems and dysfunctional behaviors.

Readiness for Change

Trauma often opens doors. Sometimes a situation has to deteriorate before people shout “Enough!” By the time HR, the executive board, the senior team and employees start using the “toxic” label, conflicts likely abound.

If top leaders or managers disagree about solutions, organizations may postpone making important decisions and allow toxic behavior to continue. When the people at the top engage in power struggles, the consequences reverberate throughout the company: profit dips, layoffs, increased absenteeism and turnover, poor performance and abysmal customer service.

But fear and urgency are often good motivators, prompting leaders to face facts and do something. As Goldman notes, “Any transformation begins with a change in thinking and vocabulary.”

When coaches or consultants interview personnel about what’s wrong, they’ll listen for roadblocks and obstacles to readiness. They want to determine:

·  Where are the openings for change?

·  In which areas can there be a shift from negative to positive?

·  In spite of everything that’s wrong, where are the successes?

The coach or consultant will identify potential areas for success, shifting everyone’s language and thinking from deficits to opportunities.

Toxicity Correction Plan

Is it ever too late for a prevention plan? Is transformation truly possible in the face of pervasive toxicity?

Many case studies have proved that change is possible, but it requires a major shift in assumptions and engagement in coaching/training.

Start with the following steps for lowering your organization’s toxicity levels:

1. People must believe that change is possible and a realistic goal.

2. Everyone must accept personal accountability andabandon the use of labels and finger-pointing. Employees at all levels should identify their role in a given problem and find ways to help instead of hinder.

3. Everyone must agree to limit the use of negative language and focus instead on the organization’s overarching vision and goals. Consider training in positive leadership and the language of appreciation.

4. Key parties must attend coaching sessions to improve their interpersonal relationships, to process and eliminate toxic stories. Coaches can help them identify their strengths and develop coping skills that address their deficits.

5. Make training in emotional and social intelligence available throughout the organization.

6. Prioritize social and emotional intelligence in frequent performance reviews.

7. Consider recognizing small wins in project management to encourage appreciative communication.

8. Hire or designate toxin detectors and handlers who are trained in early detection of dysfunctional behaviors. Establish a program for early intervention.

9. Senior teams and executive boards should be charged with finding innovative solutions to their personal leadership deficits (i.e., appointing dual leaders for some positions, implementing collaborative leadership policies).

10.  Leaders should be encouraged to identify an expanded vision for the future—one that inspires people to work collaboratively.

While these correctional steps may seem idealistic, they’re not unrealistic. Of course, they require time and willingness. Recognizing toxicity as an opportunity for transformational change in organizations can be a turning point.

You can develop the qualities of positive leadership by working with a professional coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action?Does your organization provide executive coaching for leaders who need to be more tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

Categories: 

Executive Coaching for Transforming Toxic Leadership

We coach leaders to cultivate creativity, clarity, focus and trust in a full engagement culture.

Toxic Leadership: A New Look at Solutions

“Toxic leaders cast their spell broadly. Most of us claim we abhor them. Yet we frequently follow — or at least tolerate — them.” ~ Jean Lipman-Blumen, The Allure of Toxic Leaders (Oxford University Press, 2004)

Much has been written about toxic leaders with psychopathic traits and narcissistic personality disorders. Bad leaders leave a trail of diminishing returns, ruined reputations, failed products, employee litigation and disheartened staffs.

But applying labels doesn’t solve any problems. Leadership is relationship-driven, and organizational toxicity involves all levels—from followers to executive boards. Chopping off the rotting head won’t do the trick when the entire organizational system has been infected.

Companies that replace one dysfunctional leader with another often run through a series of CEOs in an attempt to find the right savior. They’re effectively changing seats on the Titanic. Consultants and coaches may try to treat toxicity’s symptoms, but they’ll achieve lasting results only when they address its root causes.

Despite our best efforts at developing leadership skills, we continue to witness counterproductive and destructive workplace behaviors. Toxic leadership is a major contributor to employee disengagement.

In Search of Answers

“Toxicity is everybody’s business, just as ‘quality is everybody’s business’ in TQM.” ~ Alan Goldman, Transforming Toxic Leaders(Stanford University Press, 2009)

There’s no shortage of bestselling business books that pose the following questions:

·   How do we handle high achievers with difficult behaviors that push the limits?

·   Why do followers and executive boards tolerate and empower toxic leaders?

·   Why are HR experts, boards, managers and others so reluctant to respond to toxic behaviors?

·   Should we fire a dysfunctional CEO or hire a leadership coach who provides detoxification training?

The dark side of leadership emerges over time. Left unchecked, bad behavior invites turnover, absenteeism, grievances, bad press and costly lawsuits.

Can leadership coaches and consultants diagnose and “cure” these destructive leaders?

It’s not easy. Most toxic leadership behaviors are embedded in dysfunctional systems that actually promote destructiveness through poor policies, avoidance and negligence.

Signs of Toxicity

Toxic leaders have been responsible for numerous horrific business failures in the last few decades: Kenneth Lay and Jeffrey Skilling at Enron, Dennis Kozlowski at Tyco International and Bernard Ebbers of WorldCom. While many organizations have toxic leaders, they may manage to survive for years before problems get out of hand.

There is no precise definition of toxic behavior. Most people recognize it as displays of arrogance, selfishness, manipulation, bullying, callousness and control. Toxic bosses may be smooth and polished with people they need, but disrespectful and harsh with subordinates.

Many toxic bosses achieve spectacular results and wind up in the limelight, so their transgressions are forgiven or tolerated. They use their ability to manipulate people to further their own careers, no matter the cost to the organization or its people.

In the short term, they act like heroes and create loyal followers who produce great results. In the long term, they create enemies, bend rules, and push the limits of ethics and relationships.

When business results are positive, toxic behaviors may go unchecked. But when the bottom line takes a dip, CEOs lose their patience — but it’s often much more difficult to make corrections at that point.

Resisting External Help

Coaches and consultants know firsthand that corporate toxicity rarely has a single cause, leader or culprit. Attempts to single out destructive leaders won’t fix all problems. Multiple levels of the organization should be scrutinized.

CEOs must be willing to take a participatory approach to healing at all levels. Otherwise, they risk hiring and promoting more toxic leaders in the future. Unfortunately, companies often call in external experts only after reluctantly acknowledging the scope of their problems.

Even when they do ask for help, many CEOS have already chosen a culprit, and they try to dictate their agenda to the outside consultant. When entrenched in defensive and protective behaviors, leaders often resist attempts to change established patterns of negative organizational behavior.

Experienced coaches and consultants anticipate and push through this resistance. They are usually adept at evaluating toxic dynamics and preparing an honest, accurate evaluation.

Even the most highly productive leaders have some toxic qualities that contribute to their success. The earlier an organization retains external experts, the easier it will be to resolve unhealthy dynamics.

Transformation Opportunities

Perhaps what’s needed is a counterintuitive approach. Instead of dwelling on toxic behaviors’ destructive impact, consultants and coaches can work with leaders to identify opportunities inherent in their deficits.

Is this unrealistic? One expert doesn’t think so.

Instead of viewing toxic leaders as villains and liabilities, think of them as potential assets, innovators and rebels, urges management professor Alan Goldman in Transforming Toxic Leaders.

Working on the premise that “toxicity is a fact of company life,” Goldman suggests there are advantages to be gained from skillful anticipation, control, and handling of troubled and difficult leaders.

Dysfunctional organizations will ignore toxicity and its impact. Conversely, successful companies come up with resourceful, innovative strategies for turning seeming deficits into developmental opportunities.

Toxicity Prevention Plan

Goldman offers 10 steps to preparing for toxicity’s impact on the workplace:

1.  Take a proactive, preventive approach to detecting and handling dysfunctional behaviors. Articulate strategies for identifying problems throughout the company.

2.  Find innovative ways to solve identified toxicity problems.

3.  Engage external consultants and coaches as helping partners, when necessary.

4.  Provide leadership and employees with emotional-intelligence training, which will improve relationships and toxin detection/management skills.

5.  Provide negotiation and conflict-resolution training for management and HR leaders.

6.  Develop organizational protocols for preventing, assessing and treating toxic behaviors. (Hiring an outside management consultant may be warranted.)

7.  Designate managers or HR leaders to function as toxin detectors and handlers. Companywide training in toxicity and counterproductive behavior is appropriate.

8.  Review your organization’s and leaders’ orientation toward workplace problems. How do you handle personnel and relationship conflicts? Toxin detection?

9.  Review your current grievance, mediation, arbitration and/or ombudsperson policies to determine compatibility with, and support of, other toxin-related initiatives.

10. Use 360-degree feedback for early detection of interpersonal problems and dysfunctional behaviors.

Readiness for Change

Trauma often opens doors. Sometimes a situation has to deteriorate before people shout “Enough!” By the time HR, the executive board, the senior team and employees start using the “toxic” label, conflicts likely abound.

If top leaders or managers disagree about solutions, organizations may postpone making important decisions and allow toxic behavior to continue. When the people at the top engage in power struggles, the consequences reverberate throughout the company: profit dips, layoffs, increased absenteeism and turnover, poor performance and abysmal customer service.

But fear and urgency are often good motivators, prompting leaders to face facts and do something. As Goldman notes, “Any transformation begins with a change in thinking and vocabulary.”

When coaches or consultants interview personnel about what’s wrong, they’ll listen for roadblocks and obstacles to readiness. They want to determine:

·   Where are the openings for change?

·   In which areas can there be a shift from negative to positive?

·   In spite of everything that’s wrong, where are the successes?

The coach or consultant will identify potential areas for success, shifting everyone’s language and thinking from deficits to opportunities.

Toxicity Correction Plan

Is it ever too late for a prevention plan? Is transformation truly possible in the face of pervasive toxicity?

Many case studies have proved that change is possible, but it requires a major shift in assumptions and engagement in coaching/training.

Start with the following steps for lowering your organization’s toxicity levels:

1.  People must believe that change is possible and a realistic goal.

2.  Everyone must accept personal accountability andabandon the use of labels and finger-pointing. Employees at all levels should identify their role in a given problem and find ways to help instead of hinder.

3.  Everyone must agree to limit the use of negative language and focus instead on the organization’s overarching vision and goals. Consider training in positive leadership and the language of appreciation.

4.  Key parties must attend coaching sessions to improve their interpersonal relationships, to process and eliminate toxic stories. Coaches can help them identify their strengths and develop coping skills that address their deficits.

5.  Make training in emotional and social intelligence available throughout the organization.

6.  Prioritize social and emotional intelligence in frequent performance reviews.

7.  Consider recognizing small wins in project management to encourage appreciative communication.

8.  Hire or designate toxin detectors and handlers who are trained in early detection of dysfunctional behaviors. Establish a program for early intervention.

9.  Senior teams and executive boards should be charged with finding innovative solutions to their personal leadership deficits (i.e., appointing dual leaders for some positions, implementing collaborative leadership policies).

10.  Leaders should be encouraged to identify an expanded vision for the future—one that inspires people to work collaboratively.

While these correctional steps may seem idealistic, they’re not unrealistic. Of course, they require time and willingness. Recognizing toxicity as an opportunity for transformational change in organizations can be a turning point.

You can develop the qualities of positive leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

http://google.com/+maynardbrusman

 

 

 

 

Categories: 

Pages

 
Box 1009, East Greenwich, RI 02818
Phone: 401-884-2778
Fax: 401-884-5068
info@summitconsulting.com
 
© Society for the Advancement of Consulting. All Rights Reserved. Web Site Design and Hosting by
WebEditor Design Services, Inc.