Executive Letters


Welcome to the the VIM Blog.

  • Did You Hear What I Just Said?

    We live in a digital age where all too many people communicate by keystrokes instead of the heart. Whether we email or text or even send emojis to one another, or whether we use LinkedIn, Facebook, Snapchat or even Twitter to express our opinions, there is little human to human contact. In fact, even in meetings (countless meetings) I observe executives sitting across from one another, each with a smartphone in front of them, or by them, waiting for a message that will change their lives!

  • Narrow Windows Need an Open Mind

    Narrow Windows Need an Open Mind

    The narrow windows through which executive leaders and entrepreneurs emerge to the next level in their growth and development must encourage mindfulness, compassion and authenticity as key tools. For an executive to be disconnected to her staff, for an executive to be unable to help solve a personnel problem within two or three far-flung offices, for an entrepreneur to not sense leadership obstacles to the development of his organization is to lack the instincts to positively advance an organization.

  • Honest Weights and Measures

    Honest Weights and Measures

    So, has the concept of keeping accurate and honest weights and measures gone by the wayside in our technology laden world? Quite the contrary. Keeping honest weights and measures has never been more important. However, those of us in leadership or entrepreneurship have to develop a completely new way of honest measurement. It is far more reflective and very internal.

  • Navigating around the Know-It-All Leader

    Navigating around the Know-It-All Leader

    The know-it-all leader, male or female, young or old, almost invariably operates from a position of reaction rather than response. A responsive leader is introspective and is unafraid to see other sides of a situation or to solicit the opinions of others. In fact, that is why know-it-all leaders (unless they are motivated to change) are not very good coaching candidates. They usually leave coaching at precisely the time when we ask them to explore their own faults and flaws as leaders. Not surprisingly, they are willing to list the faults of everyone around them, but never their own!

  • What is Your Biggest Fear?

    What is Your Biggest Fear?

    The person who is fearful of not measuring up to the expectations of their staff can be successfully coached and can become tremendous leaders. The person who marches into an office in a dictatorial, mean-spirited, “insulated” and officious manner cannot be so easily coached, for he or she is unwilling to be vulnerable and to be human.

  • When the Leader Escapes

    When the Leader Escapes

    The point is that whether the executive dives into a bottle or believes that his or her constant boorish sexual innuendos (or worse) are funny or the executive who gambles away each paycheck on an on-line poker site are escaping the stressful aspects of their lives.

  • Learning Patience in a Cyber World

    Learning Patience in a Cyber World

    Interestingly, once an executive learns to be more patient, mindful, responsive and authentic, he or she takes no longer to make a decision than the executive who improperly reacts to challenges. Even if the executive jumps quickly in reaction, it is almost a certainty that sooner or later the reaction will cost the organization time, money and a “human toll” that may take months or years to correct.

  • Change is Good, Arrogance Isn't

    Change is Good, Arrogance Isn't

    Experience has consistently shown us that the most effective leaders and managers are those who view themselves as becoming more authentic, responsive and compassionate in their roles in corporations and organizations. Those who want no part of self-reflection and becoming more aware of those around them, consistently have the most difficulty in being effective in the workplace.

  • Rushing the Weeks, Not Enjoying the Minutes

    Rushing the Weeks, Not Enjoying the Minutes

    When we make it “just” through enough of the difficult days, week in and week out, we find ourselves looking into mirrors and asking ourselves where the time has gone. Indeed, where our work lives have gone. It can be a sad and rude awakening.

  • The Leader Who Felt Too Much

    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.

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