Welcome to the the VIM Blog.
05 March 2018
What exactly is the weight of leadership? Furthermore, is the weight always the same? There is no correct answer to either question. The weight of leadership is, of course, a figure of speech. The executive leader or entrepreneur may, at any given time, have 100 challenges all juggling in the air. Some may be minor, others major and sometimes, the minor becomes a major. The weight of leadership is so described because the executive leader is always pictured as being alone, with essentially no counsel and no guideposts.
01 March 2018
We have all known executives who are aimless in their decision making. It is almost an act of desperation. In an effort to please everyone and to accommodate everyone (the ultimate reaction), they will agree to most everything to keep the peace, their jobs and to remain everyone’s friend.
20 February 2018
Many years ago, I knew a really great guy who worked for a seemingly great company. The executive who came in for coaching was politically active in a humanitarian cause. No use going into the details, but the organization helped children and their moms in impoverished nations. He never made a big deal about it, he just quietly went about his good works and, of course, worked very hard at his company. However, in meetings with his boss and with several of his co-workers, it was apparent they thought the type of charitable work he was doing was absolutely pointless. In fact, his boss was downright hostile to the cause. What made it more of an ironic situation is that he never told them what he was doing, and they never knew.
14 February 2018
Amid all of the incredible success stories and the stories of monumental failure, are a “class,” if you will of executives whose careers never really got launched, but sputtered. Many drifted from one industry to another. Sometimes they might come close to breaking through, but they mostly worked careers that bumped along, then fizzled out.
10 February 2018
I knew a whole “class” of executives whose sole mission, it seemed, was to accumulate miles, and thereby improve their status. There was even a time when they added “segments” rather than to fly direct. If an executive trying to accumulate miles was flying from LaGuardia Airport to Los Angeles, instead of going non-stop, he might stop in Atlanta and Dallas just to add segments and miles.
30 January 2018
Being an executive business coach at VIM Executive Coaching, I know all too well that every executive or entrepreneur who comes to us for leadership training leads a busy life. Time, as they say, is always of the essence. So, and with apologies, what I am about to say is about to shock or madden some of you. If you get a summons to go to jury duty please embrace the opportunity and go.
27 January 2018
If you are an executive leader or an entrepreneur who longs for the “Good Old Days,” perhaps an important question that first needs to be asked is: “Why were they good?” Obviously, if sales were booming because the product or service was unique, then that might account for some of the optimism and cheer. If sales declined solely because of a failure of the company to innovate then that is an internal flaw over which business coaching may (or may not be) of use.
16 January 2018
As with a blind spot in the mirror of an automobile, blind-spots or a lack of self-awareness in entrepreneurs and leaders is a phenomenon that is not quite as uncommon as we might believe. In a January 4, 2018 article that appeared in The Harvard Business Review, it was found in regard to self-awareness that: “Although some 95 percent of people think they’re self-aware, only about 10 percent to 15 percent truly are.”
05 January 2018
If I hire employees who lack experience, and then drive them to complete a complex and difficult project, should I be surprised that the results were less than satisfactory? If I force untrained employees into a situation where they are almost certainly bound to fail, does that say more about them or myself?
27 December 2017
While we live in contentious times, where there is often an undercurrent of friction or an inability to have civil discourse, by focusing on our similarities, common goals for the organization and mutual respect, we can find a way to overcome differences in opinion. We cannot reach understanding by reaction, but by response that is compassionate and authentic.