CEO Adviser

• (MOOC on Coursera platform)
• https://www.coursera.org/learn/converting-challenges-into-opportunities
• Over 62,000 students as of end 2021
• 4.6 rating out of 5. 95% likes
• “Great course! Lots of Self-Discovery, organizing, data collection, and the art of creative problem solving”

• Discover your signature patterns of thinking, feeling, and acting that sabotage your performance and happiness.
• Strengthen your “self-mastery” muscle for noticing and intercepting your inner “Saboteurs” in practice.
• Learn the science and methods of creating new neural pathways to access the creative and wise part of your brain (vs. the reactive fight-or-flight part).
• Create new habits to shift to your authentic, best self, even under stress and mental hijacking.

• Understand what the research reveals about the role of Emotional Intelligence for leaders.
• Understand the contagion of the Leaders’ moods.
• Learn to recognize when you are slipping “below the line” into self-protective (and destructive) strategies of Blame, Denial, Defensiveness, and Avoidance.
• Clarify the behaviors of Personal Accountability, and learn how to shift back up “above the line”… and to coach others to do so as well.

• Get honest about the self-protective strategies our personalities use to deflect or deny responsibility, that keep us stuck in the victim-blamer-rescuer drama triangle. Get curious about your part in that, and own up to is. In the safe environment we create, you’ll discover you are not alone!
• Learn how to climb the ladder of ownership, what those steps look like, and commit to action and supporting each other on your team

• Agree on the unified message the people in the organization will hear from all participants, individually and collectively
• Plan the methods and channels for the organization to hear the drumbeat (from all-hands meeting to one-on-one’s)

Create Accountability Mechanisms

• For implementing decisions and plans
• For holding each other accountable (this is what championship teams do)
• For keeping the team’s attention on its intention to operate at a championship level (the important but not urgent disciplines)

• Converging on decisions
• With owners and specific follow up plans

• To surfacing different points of view, and constructive debate
• To decisions
• To operating norms and practices, and continuous improvement
• To each other’s self-awareness, growth, and maximum effectiveness

• Agree what kind of team it needs to be to fit that Purpose – should it operate like a golf team, a basketball team?
• Learn how to climb the ladder of ownership, what those steps look like, and commit to action and supporting each other on your team
• Agree on team norms and behavioral guidelines
• Create a Team Charter to guide focus, operation, and performance measurement

• Learn the moves and mindsets to create win-win possibilities in conversation rather than polarization, win-lose, or silo behavior
• Distinguish between productive and destructive conflict, and how to encourage and engage in passionate debate and exploring for creative options

• Learn the different levels of listening, and their impact. How to listen not only actively to what is said, but empathically for important meaning that may not be explicitly verbalized
• Learn how to speak up in ways that minimize the courage required, and that encourage other voices rather than shutting them down

• Confusion about decision is one of the greatest sources of churn and frustration in an organization
• Learn to choose the right kind of decision making method for the topic at hand, and be explicit about why you are choosing that method. This will create clarity, reduced confusion, and accountability for action

• Understand who your real team is as a leader, lest you fall into the silo trap
• Distinguish the roles for the team that only you as leader can do, and that no one else will take responsibility for
• Create clarity, buy-in, crisp decision making, compelling meetings, and a unified voice
• Determine what kind of team you need to be, given the team goals and purpose. (A golf team operates and wins in a very different manner than a basketball team.)
• Clarify and agree on roles & responsibilities, and operating guideline norms

• Since most are not skillful at this, they tend to avoid it even though it is very useful and necessary
• Learn when and how to provide feedback directly, supportively, and succinctly in a way that the other person can take it in
• And lean the keys to receiving feedback rather than the normal human response to filter and defend against it

• Even though you have a natural default style, in many instances it does not match the needs of your various followers in different situations
• Learn to analytically diagnose others’ needs to perform any given task so you can determine when and how to delegate, support, coach, and direct

• Flip the traditional paradigm. Once you look at those you seek to influence as customers – they are buying your influence, or not – then you see your job as finding out what they need to perform excellently and providing that
• As you progress in your career, “we” becomes more the focus than “I” in order to scale your impact and get results through getting the best from others

• Know your style – Mover, Mapper, Motivator, or Mapper – what behaviors you default to under stress, and how to productively adapt your style when it most counts in other to bring others along
• Be able to quickly and accurately diagnose others’ styles so that you can communicate the way that puts them at ease, avoids their hot-buttons, and gets the best from them even under stress

• Know your leadership style – in what situations the strengths of your style is most effective, and what other styles to bring in and ally with in different situations
• Know your impact on others – and consistently seek feedback. Others will follow you only if they want to
• Determine what kind of team you need to be, given the team goals and purpose. (A golf team operates and wins in a very different manner than a basketball team)
• Clarify and agree on roles and responsibilities, and operating guideline norms

This coaching leverages the common issues faced by a cohort of leaders (typically 6-8) at similar levels across functions. It builds cross functional awareness and networks while developing the skills for ongoing peer-coaching. Sessions last up to 3 hours, with as many as 6 sessions over 12 weeks. Two hour of individual coaching is available to members for deep dives into individual challenges.

This process is intended for a quick course correction where appropriate. The focus is on immediate actions to address a specific situation – a jump start. It is not intended to address learning new mindsets or ingraining new habits of effective leadership.

Feedback from stakeholders may be gathered through an online instrument, and does not include interview-based feedback.

This process uses the same basic process as our other executive coaching programs, but focuses on an executive’s first 100 days in a new position, or with a new team. The up-front feedback focuses on expectations and relevant context from the resident team’s past experience.

The process aims to accelerate communications and trust, avoid hidden pitfalls, minimize hesitation to make any major changes needed, and maximize a new leader’s immediate impact. As with all our coaching processes, it is data-driven and process-controlled with measurement along the way.

This program is for those who have been star performers in their past roles and now find themselves facing new, often broadened responsibilities. This includes new team leadership responsibilities, a new or prospective promotion, shifting to a new function, or navigating through changes in organizational structure or ownership.

Feedback from stakeholders is gathered via phone interview, and can include online 360 feedback as well, if appropriate.

Targeted outcomes typically include:

• Team analysis and leadership
• Accelerated learning/impact
• Enhanced adaptability
• Improved relationship networks
• Renewed confidence

This program is designed to support those who are ready to immerse themselves in a concentrated period of developing their unique leadership style. Participants need to have reached a point where they are demanding of themselves that they master a new level in the art of leadership.

Feedback from stakeholders is gathered via phone or in person interview, and can include online 360 feedback as well.

Targeted outcomes typically include:

• Executive presence and authenticity
• Empowering others and teams
• Mastering the science and skill of culture change
• Managing personal energy

This program is developed for individuals who are leading entire business units, and are focused on adding the maximum value possible to the whole of their organizations. It expects a high level of strategic thinking and a sustained capacity to reflect on, and learn from, previous experience.

The scope of issues includes:

• Confidential sounding board to test assumptions that are not yet fully buttoned up
• Stress relief and recovering Center (rather than venting on the team)
• Complex organizational systems
• Architecture of structural and cultural shifts
• Strategic planning facilitation
• Design and facilitation of critical change initiatives