Executive Letters


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  • The Divisive Executive

    The Divisive Executive

    Several years ago, VIM Executive Coaching worked with a marketing manager who came to us devoid of confidence and self-awareness. When we started working with her, she told us her manager had not liked her from the day she arrived in the company. Over time, the new vice president of marketing created a situation where the marketing manager had become totally isolated. She isolated her by undermining the marketing manager to the manager’s subordinates and then she demeaned the marketing manager’s subordinates to the marketing manager.

  • The Weight of Decisions in the Digital Age

    The Weight of Decisions in the Digital Age

    The question that we are frequently asked at VIM Executive Coaching is if there are any techniques that executives or entrepreneurs might employ – in real time – that can at least “slowdown” the digital pace. There are certainly techniques, but the techniques are often surprising. In fact, the way executive leaders might solve some of the most modern decision-making problems are through the use of ancient techniques. This is not all that unusual a phenomenon. There are tried and trusted ways of dealing with workplace challenges that are “evergreen.” The real issue is whether executives are being trained in using those techniques.

  • Isolation is Not Meditation

    Isolation is Not Meditation

    When we isolate ourselves in the work place as well as in life, we reach a point of tunnel vision. Instead of our decision-making capabilities being heightened, in isolation we tend to take counsel only in our own narrow view of the world. It is a “dangerous” practice. Taking the counsel of others into our hearts, or listening to alternate points of view with our hearts, can often lead us to a place of greater understanding and wisdom.

  • The $36 Executive Leader

    The $36 Executive Leader

    Many executives go through their entire careers “looking down for loose change.” They enter and leave organizations and hardly make an impact. They may be exceptionally nice people and are effective when it comes to following code, or laws; rules and regulations, acts and orders, but they never make an impact. They never address needed changes. They allow big picture problems to fester or worse, never get involved to bring about positive changes.

  • An Executive Leadership Lesson in Impermanence

    An Executive Leadership Lesson in Impermanence

    What does this tragedy have to do with corporations and boardrooms? Virtually everything. We must all learn to approach the dynamic within our organizations with a sense of understanding impermanence. We can never take anything for granted. Good sales, expansion plans, projections and expected outcomes must be couched in reality.

  • Why Must It Be "This or That?"

    Why Must It Be

    How many times in the workplace are automatic biases in place? Probably more than many managers might want to admit. Gender, religion, age, sexual orientation, race, religion, background, even school have all played a part in bias. Whole laws and enforcement of those laws have been put into place to help safeguard against bias. However, much more subtle forms of bias exist for which laws are difficult to enforce such as one manager telling another, “don’t trust their work.”

  • The Executive Who Couldn't Hear What People Were Showing

    The Executive Who Couldn't Hear What People Were Showing

    The point she was making was in regard to abundance. We must accept that nothing is permanent. Huge sales one year, could transform into a downturn the next. Arrogance can lead to humbling lessons. Decent vision may become shadows. I think it is why Gloria is so “in the moment.” She takes nothing for granted, especially abundance. It is why she values it when her employees practice gratitude.

  • Some Expectations on the Executive Highway

    Some Expectations on the Executive Highway

    We can often tell a great deal about executive leaders and entrepreneurs by how they behave in challenging situations. At VIM Executive Coaching we often see how executives behave in less formal “corporate” settings. They may be at seminars, continuing education programs, trade show break-out sessions and even at business dinners. Experiencing how executive leaders interact with one another away from the office can reveal some very telling behavioral signs.

  • Maintaining the Vision

    Maintaining the Vision

    The strife that was being created was troubling. Over the two and a half years of her employment, she had done quite well in leading her department. Indeed, she was a breath of fresh air. She had been promoted to a senior account position (she is a CPA), but on the other hand those above her could be extremely negative and intractable in their thinking. Some days, it was difficult for her to even find the motivation to get to work. No matter what she and her direct reports might recommend, the ideas were all shot down and derided. The upper management of the company refused to acknowledge any kind of strife, because to their minds, “If you don’t like it here, you can always leave!”

  • When the Executive Has Poor Boundaries

    When the Executive Has Poor Boundaries

    What happened? He said he was terminated because he tried too hard to be everyone’s friend. “I’m afraid I badly embarrassed myself,” he said. In fact, he went out on the town with his international sales team. He was driving a rental car when the police pulled him over for speeding (65 in a 40 zone), and then they smelled marijuana in the car. The next day he was terminated. His license was suspended pending mandatory classes and psychological counseling.

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