Archive for the ‘Executive Coaching’ Category

Focus on Your Company’s Capabilities to Make Your Strategy Coherent

There’s no doubt about it; numbers don’t lie. Companies that demonstrate strategic coherence — think McDonalds and Coca-Cola — earn a market premium in terms of higher earnings and greater shareholder value. The big question for many leaders as they look toward 2011 and beyond is: “How can my company be one of them?”

Strategic coherence results from your ability to connect what you sell (your products and services) with your unique and differentiating capabilities (what you, as a company, do to be great) — all within the framework of a clear way to play (your way of creating value for your customers). (more…)

Time Management or Energy Management

A great deal has been written about time management with the key question regarding priority – when is the important urgent, and the urgent important?  In discussions with senior executives, another issue that is gaining more air time is energy management. Often it is not raised as such, but surfaces under such headings as tired, stressed, pressured and heavy workloads.

When I pursued this with a manager some time ago, he admitted he was really concerned about being time poor, with not enough hours in the day to what he considered had to be done. As a result, he was under stress, had difficulty sleeping, with no time for his family and no exercise program. When asked what he did for relaxation, he simply laughed. (more…)

Leaders and Leadership – Focus and Direction

There has been much talk throughout the Australian community recently – particularly the media – about leadership. Whether it be in Canberra or the business sector, on subjects such as live cattle exports, carbon tax or the NBN rollout, the discussions are highlighting the ongoing need for leadership throughout Australia.

However let us constrain ourselves here to leadership for the Organisation and those people who are the key stakeholders – including the staff. We ask you to consider the following sample as a blueprint for the Organisation’s leader – CEO – reporting to the Board. It is his/her way forward – with clear intent and purpose and implemented through very effective communication styles and skills. It was developed with and successfully completed by a “real” client. We trust you find it valuable. (more…)

Danger for Health with Communication Trends

One doesn’t have to be too observant these days to witness a growing phenomenon of our times – the younger generation’s love affair with electronic attachments.  It would seem they feel undressed if they don’t have something hanging off them.

I drive past schools these days and wonder where the kids are that used to kick footballs on the oval? All I can see are groups huddled together with their heads down. This makes me believe the need for a headline.

Danger! Obesity on the increase – communication on the decrease!


Disengagement tops 80%

A research study shows the majority of Australians are going through the motions or worse at work, with 82 per cent saying they’re not fully engaged in their current role.

The study finds the bulk of workers (61 per cent) are not engaged and do little more than is necessary to keep their jobs. Worse still, 21 per cent are actively disengaged, saying they view their workplaces unfavourably and are highly likely to spread their negativity to others. (more…)

The Power of Effective Communication and Personality

We come into this world with our own unique nature, pattern of behaviour and natural reactions to people. The following shows how you can use these differences for the benefit of all.

The CEO of an emerging company wanted his executive management group of four to attend a presentation very relevant to their stage of development. Even though the event was on a Saturday evening, the CEO, with good reason, could have simply required them to attend, but understanding their personalities, he chose to do the following. (more…)

Crucial Trends and Issues facing Executives in 2011

To Summarise:

  • Globalisation
  • Ethics
  • Workforce diversity
  • Entrepreneurship
  • Managing in an e-business world

Therefore organisations of the twenty-first century must be able to learn and respond quickly with the focus of a:

  1. Learning organisation – is one that has developed the capacity to continuously learn, adapt and change with
  2. Knowledge management – involves cultivating a learning culture where organisational members systematically gather knowledge and share it with others in the organisation in order to achieve better performance and
  3. Quality management – with TQM being a philosophy of management driven by continual improvement and response to customer, employee, and supplier needs and expectations.
    • It encompasses employees and suppliers as well as the people who purchase the organisation’s goods or services
    • The objective of managers is to create an organisation committed to continuous improvement in work processes and finally (more…)

Leadership and Reacting to a Crisis

No matter what the cause, disruptions to your company’s service can be devastating – for example a natural disaster or losing a key team member. Responding effectively can often be the difference between an interruption and a disaster. Next time you are faced with a crisis, try implementing these actions and responses:

  1. Figure out what happened. Too many leaders leap into action without assessing the situation first. Find out exactly what is going on and what’s causing it.
  2. Act promptly. Don’t wait for all of the data to come in. Once you have a firm grasp on the situation, begin taking action. Don’t act frazzled — that only worries people. Act with deliberated care and speed.
  3. Adapt. Don’t be wedded to a single strategy. Circumstances will change and new information will come to light. Be prepared to alter the course if necessary.

Engagement by ownership

How many people would wash a loan car before returning it? Very few if any I would suggest! It’s not your car. You don’t own it. Do you wash your own car? I’m sure you do. Why? Because it’s yours – you own it and therefore want to care for and look after it.

In the workplace, we can’t bark people into commitment. If we want people to care for and look after work decisions, they need to own them so they look after them and achieve good outcomes.

How do you do this? Contact Carnegie to discuss.

3 Actions For CEOs, MDs or Business Owners

Serious about changing your organization’s culture?  Here are three courageous actions that work!

1. Communicate the vision of change you want.

2. Identify, and communicate, at least two behavioural changes you plan to work on personally

3. Have senior executive do likewise

Do this and there will be much greater commitment to organizational change than if leadership makes out they are OK and the problems lie with everyone else.

How do you do this? Contact Carnegie to discuss.