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September 21, 2015
When Brad spoke during meetings, people listened. And I mean really paid attention—the set-down-your-coffee-and-stop-checking-Facebook kind of listening that’s usually reserved for announcements by top executives. Even though Brad was a mid-level manager, he was known for making observations or recommendations that invariably helped to solve pesky problems that had the rest of the team stumped.
September 15, 2015
We see it happen in so many companies. Five or six mid-level managers all have about the same credentials and experience, but only a few of them seem to get more attention. And better projects. And greater opportunities. And the coveted promotions. On paper, these leaders look very similar. In reality, only a few of
August 23, 2015
This is part of a series about the attributes and behaviors of professionals who have elevated their leadership impact and reached the next level of success. To read previous posts about next-level leadership, please click here. Her frustration was clearly visible. I was meeting with a coaching client, and she described the progress she had
July 9, 2015
This is part of a series about the attributes and behaviors of professionals who have elevated their leadership impact and reached the next level of success. To read previous posts about next-level leadership, please click here. In my coaching sessions with leaders and high-potentials, I frequently hear comments like this: “My VP has asked me
June 16, 2015
This is part of a series about the attributes and behaviors of professionals who have elevated their leadership impact and reached the next level of success. To read previous posts about next-level leadership, please click here. Today’s global economy calls for some serious staying power. Consider the diverse obstacles facing corporate employees: cost cutting, downsizing,
June 4, 2015
This blog is part of a series profiling the key attributes of professionals who have elevated their leadership impact. Organizations that want to remain competitive are constantly looking to innovate and evolve. The burden of meeting that necessary yet frustrating goal falls on teams and individuals, so next-level leaders successfully weave innovation into the fabric
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