Executive Letters


Welcome to the the VIM Blog.

  • The Leader Who Felt Too Much

    The point is that our co-workers are often like our neighbors. When we move into a building or to a new house, we pretty much take what we get. Some neighbors are great, some are dripping with gossip and meanness and others just keep to themselves. Only very rarely do best friends join the same company, advance together, nurture and support each other.

  • When the Executive is Surrounded by Sharks

    When the Executive is Surrounded by Sharks

    The analogies abound; sharks in the water, gathering clouds, rough seas, a million fires to put or most anything else that can be imagined, reference the impending sense of defeat. It is a crushing sense of going under and being overwhelmed. If you have never experienced this feeling in your work or even personal life, then congratulations, you are one of the lucky few. It is almost a guarantee that the higher you advance in your work life, the more likely these feelings will come to you – and at you.

  • How the Executive Leader Made Out in the NFL Draft

    How the Executive Leader Made Out in the NFL Draft

    However, for most of us, when we seek a position we approach companies or associations and not the other way around. Therein lies the basic problem for any executive leader. When an executive leader joins an organization or assumes management of a new department or section or branch, she or he has a well-established team in place. Though an inefficient or sub-par employee can be fired or replaced, the process is not like drafting one athlete and trading away another athlete.

  • The Executive Leader in Free Fall

    The Executive Leader in Free Fall

    The executive was distraught. He had taken the afternoon off in part, to collect his thoughts. He told me he “saw the end in sight.” Thank goodness he was not referring to his health, but to his career. His company was going “belly-up.” He had given them close to 15 years which in this day and age was impressive. To make matters worse, his industry was dying. He was a man with huge responsibilities. He had no idea what he was going to do.

  • We are Aware of The Problem

    We are Aware of The Problem

    When leadership or personnel problems occur in a corporate or entrepreneurial organization, almost always someone, some manager or some department is acutely aware that something is wrong. The deeper issue is not that people within the organization were clueless as to whether a problem existed, but why nothing was done.

  • Nurturing Executive Development is a Heartfelt Decision

    Nurturing Executive Development is a Heartfelt Decision

    Ironically, we are living in an age where customers, whether industrial, service-oriented or consumers are demanding more of organizations, not less. Though many organizations view customers through a digital lens, consumers are not computers but people. People are using computers, true enough, but they have the platforms to rate, to comment, to recommend or critique inadequate performance or experiences.

  • "I Wish I Had Better Timing":

    To ascribe executive or entrepreneurial success to simply timing is not doing anyone leader justice. Being in Denver for example, I am a Denver Bronco fan. I don’t dress for games in orange and blue face paint, but I do like to follow the team on a casual basis. The franchise has largely been successful not only due to the quality of play on the field, but the excellence of their executive leadership.

  • The Entrepreneur Who Recognized Suffering

    The Entrepreneur Who Recognized Suffering

    He is an authentic man, an authentic entrepreneur and more so, an authentic human being. Carl came to VIM Executive Coaching because he was trying to resolve some employee conflicts and he desired some objectivity. Though he is a mindful man, he recognized he needed some objectivity which we happily supplied!

  • What I Learned Outside a Diner

    What I Learned Outside a Diner

    As it was early in the morning I decided to take a chance and park in the diner’s parking lot, dash across the street, get my cavity filled run back and be on my way. As I was leaving my car I thought I heard a voice shout at me. I initially ignored it then the voice grew louder. It was the owner. He yelled at me that the lot was for customers only, and that I should find a space on the street. He didn’t recognize me.

  • Swimming Upstream against the Popular Flow

    Swimming Upstream against the Popular Flow

    As the product launch was nearing, all of the executives gathered in a meeting room to discuss the project. My acquaintance, who was head of cyber-security was already unpopular among the engineering and marketing types due to his constant reminders that the robotic surgical device was not secure and should not be launched until it could be made secure

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