Executive Letters


Welcome to the the VIM Blog.

  • Have You Seen My Career?

    Have You Seen My Career?

    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.

  • "I Plan on Doing Nothing Right Now, Thanks for Asking!"

    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.

  • The Important Lesson from Jury Duty

    The Important Lesson from Jury Duty

    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.

  • The Good Old Days, Not So Good?

    The Good Old Days, Not So Good?

    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.

  • The Self-Aware Leader -- Who Isn't

    The Self-Aware Leader -- Who Isn't

    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.”

  • Why Every Leader Should Read Garden Catalogs in Winter

    Why Every Leader Should Read Garden Catalogs in Winter

    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?

  • A Centered Leader in the World of Left and Right

    A Centered Leader in the World of Left and Right

    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.

  • To Be an Authentic Leader, Be an Imperfect Leader

    To Be an  Authentic Leader, Be an Imperfect Leader

    Practice does not make us perfect. I hate to say that, but it is true. Even Wilt Chamberlain understood that. He could practice his jump shot for an hour a day and maybe make 498 out of 500 shots, but he knew he would miss a few, especially in games. He would always be imperfect. However, he did know that practice would make him better and that is the goal.

  • The Entrepreneur Who Learned How to Inspire

    The Entrepreneur Who Learned How to Inspire

    As the research revealed, it takes much more than being inspired. The survey revealed up to 33 traits that help leaders in four key areas: “developing inner resources, connecting with others, setting the tone and leading the team.” Probing deeper it was found (among other factors) that inner resources are enhanced by stress tolerance and self-regard; connecting with others by humility and empathy; openness and unselfishness help to set the tone and vision and servanthood help entrepreneurs and executives to better lead.

  • The Leader Who (Finally) Made Friends with Herself

    The Leader Who (Finally) Made Friends with Herself

    “I am not a very good role model,” she said. “I am a poor manager, really and I have not always been a very good mentor. It won’t be long until my people will refuse to listen to me. Frankly Russell, I don’t think I have very much to say. Please don’t tell anyone that I feel this way!”

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