Patti Cotton

Executive Coach & Career Strategist

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Three Quick Ways to Recapture Your Executive Edge

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Three Quick Ways to Recapture Your Executive Edge
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Are you feeling a state of overwhelm, a loss of drive, or a chronic state of stress as you lead?

These are signs that your “executive edge” is slipping. Not only can this keep you from doing your best work, it can quickly demoralize you and throw you into a low-grade funk. In fact, if left unchecked, it can lead to burnout – a debilitating state. The loss to your company is great; the loss to you personally may be immeasurable.

When you are leading, you can’t afford this.

How can you quickly recapture your edge before you lose control?

Strengthen the foundation.

Your executive edge is built on a foundation of drive, focus, and energy. If one of these areas is not nurtured, your edge will become wobbly. In fact, you won’t notice at first – the process is insidious.

Early symptoms of edge loss can be detected if you find yourself in one of the following situations:

  • You find you are regularly pulled off “into the weeds” by other projects while you attempt to concentrate on what’s important.
  • Your desk is full of work that feels like a daily grind instead of a forward move to bigger goals.
  • You carry a low-grade source of tension that keeps your brow furrowed. (Hint: are your neck and shoulders perpetually knotted up? Your chest tight?)

If you identify with any of these situations, it is time to recapture your edge by strengthening its foundation.

Here are Three Ways to Recapture Your Edge

1. Refocus your efforts.

Have you been pulled off in directions that have taken you away from what is most important? Do you find it hard to get back on track?

A moderate loss of focus means you need to review your 90-day plan (your quarterly action plan supporting your yearly goals).

A severe loss of focus means revisiting your long-term and short-term goals supporting the company, outlining a new 90-day plan that supports this, and actually blocking off “closed door” time on your calendar to work on what is most important.

2. Revive your drive.

If you are feeling that work feels like drudgery or a bit of a grind, there is a good chance you have lost your drive.

If you want to test this out, go back to your “why” – the reason you do what you do.

What is the bigger picture? Why does the company exist? How does it make life better for the world? And how do you play a part in this?

Revisit the answers to these questions daily. Remember why you do what you do.

3. Eliminate hidden energy drains.

If you carry a low-grade source of tension, this indicates an unresolved conflict of some kind. Over time, this stress can cause a loss of energy, focus, drive, and actually develop a poor outlook and some significant health concerns.

Identify those sources of tension and conflict, and make a decision as to how to resolve these. As you let go of old baggage, you will find that your stress levels will diminish and you will feel much more energetic.

When you are leading a company or area of responsibility, your edge needs to be present so that you contribute your best. And of course, on a personal note, life is too short not to enjoy living and enjoying your best life.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

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When Stakes Are High-How to Make Better Decisions

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When Stakes Are High-How to Make Better Decisions
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We are faced with thousands of micro-decisions daily…what to eat, where to park, whether to stop and get coffee…

Then, there are stop-and-reflect decisions that take more contemplation…where to go on vacation, how to juggle family time with a current big project, when to get that new car…

And finally, there are high-stakes decisions. Those “bet-the-company” decisions that require careful consideration, weighing impact to the immediate and future state of the enterprise.

In this last case, how do you decide what is gambling and what is calculated risk?

How do you make sure you have everything you need in order to take action – and how do you prepare for this?

Often, we base our decision-making on previous experience – ours and those of others – and what has worked in the past. Or we gather our executive team together because they embrace the vision and culture of the company, and we thus use the collective brain trust to come up with solutions we feel are best.

But there are dangers in using one or the other of these approaches by themselves, even though this is how most executives arrive at “bet-the-company” solutions. And unfortunately, making a wrong move might set your enterprise back significantly.

How do you make sure you have what you need in order to make a best decision for the company that will lower risk and maximize return?

Here is a checklist for good decision-making with some practical tips you can use right away.

1. Be sure your brain is functioning at top capacity.

Your days are filled with meetings, phone calls, and other interactions that require non-stop information download. However, your brain has little time to process all this so that you can integrate and use the information into situations where it would be helpful.

Be sure you take a minimum of two 10-minute breaks daily where you literally sit and do nothing, allowing your thoughts to wander. When you do this, you permit the brain to process what it has been fed so that it can apply the information.

2. Identify the real problem before coming up with options.

Be sure you separate issues from root causes.

For example, if you are weighing whether to reorganize, why are you doing so? And what is underneath that?

Get to the root cause to be sure you are addressing what really matters. For more, see my article on Toyoda’s 5 Whys.

3. Keep the bigger picture in mind.

Remind yourself of the vision and revisit your organizational goals and objectives before considering solutions. This will provide a solid framework of reference as you go into brainstorming mode.

I have seen many an enterprise run after a shiny object because the competition is doing so, without fully considering whether it makes sense for the vision, mission, values, and key objectives.

4. Be smart in gathering research.

You will want to consider best information and multiple perspectives. Identify best sources as you gather information, and develop a set of questions that shed light on lessons learned.

Play the devil’s advocate and include information that argues against popular practices.

And as you reach out to tap into the wisdom of others, involve only those key stake-holders/best thinkers that can put aside personal agendas and undue influence because of the personal relationship they share with you. Invite those who aren’t afraid to get creative and to think outside the box.

5. Shine light on your assumptions and biases.

Write these out so that you can ask yourself how much these are interfering with your best thinking. This will be especially helpful as you gather to brainstorm with others on the short list of potential solutions.

Articulating your assumptions and asking others to do the same as you meet together to discuss will help surface potential hidden roadblocks to bigger thinking.

When a company becomes focused on one magic answer, it can distort a greater perception of reality. If the executive team heads down this path with such a flawed mindset, it will become arrogant and defensive to other ideas outside of its own. This can eclipse answers that bring greater return on many levels.

6. Keep your eyes on the horizon as you weigh risks and impact to support short- and long-term goals.

If you find that you or your team become granular before completely assessing business impact at the organizational level, stop and regroup.

If people jump into problem-solving mode at division and individual levels, they may be inadvertently blocking a best answer. If you or a colleague begin making comments like, “We’d have to shut down the XYZ division if we did that, and this would cause a loss of LMNOP,” or, “Well, if we do that, James will quit and we don’t want to lose James!” then you need to table those.

Once you come up with answers providing best and greatest impact to the company as a whole, the next line of questioning involves examining what this would impact – and if there are alternative solutions to what seems apparent.

Further, you might find that you are allowing certain personalities or pet divisions to dictate strategy – a deathly path.

7. Don’t forget to factor in the cost of indecision.

Very often, the plethora of ideas that come to play can be overwhelming. Be careful not to allow the process to trail out too far.

Many a top executive has tabled a critical situation for so long that the costs associated with inaction have been irreparable. K-Mart, Borders, and other companies that decided to wait come to mind.

If you are in a first round of brainstorming discussions, collectively agree on a deadline by which you want to target a best solution. Reverse-engineer meeting times from there, and be sure you have someone track the discussion with notes so that you can drive a powerful agenda going forward each time.

And a last word…

  • Good decision-making requires that you rely on intuition and experience while remaining open to new ideas.
  • It asks that you involve people in the process who are not afraid to get creative while keeping the company’s best interests at the helm.
  • And It demands courage and fortitude to do the right thing once you have made your decision.

I’d be interested to hear about your current decision-making process and how it is working for you!

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Five Reasons Your Team May Not Be Candid With You

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Five Reasons Your Team May Not Be Candid With You
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How engaged is your team? Do the team members come in every day, energized, committed and excited about the work you are doing together? Are they huddled in groups brainstorming and coming up with new ideas?

Or do you get the feeling they need a vitamin shot? Are they sitting around with a second cup of coffee waiting for you to direct them?

What’s the problem?

If your team engagement is low, or its creative juices have dried up, your team members may have decided they just can’t be candid with you.

Why would they think that?

Here are some chief reasons employees aren’t candid with their leader:

1. You suffer from one-way thinking.

Are you really open to other perspectives, or do all your meetings end with your ideas as the only sound ones? If you aren’t open to encouraging and appreciating the ideas of others, people will quickly detect this and shut down. After all – why contribute when it doesn’t ever go anywhere? You will eventually surround yourself with people who simply agree to your ideas, and lose out on the brain trust you have in the room.

2. You don’t do feedback well.

If you don’t genuinely listen for the “gold” in growth opportunities, you are missing out. Your team members may have tried to give you helpful criticism in the past, but if they were met with defensiveness or denial, they will back off and stop trying to work on a better working relationship with you.

3. You’re a self-perceived super hero.

You don’t allow others to contribute. Your mantra is, “I need to start delegating more,” or, “When I ask others to help with X, Y, or Z, I get sub-par work back. It’s easier to do it myself.” If this is you, you aren’t developing your people and taking advantage of their ability to contribute. This will absolutely kill motivation in others.

4. You don’t include them.

You don’t bring others along in the process. If you don’t provide regular and meaningful updates to developments in the company and team initiatives, you aren’t empowering your people to stretch their critical thinking skills about how this affects what they are doing. If you find yourself simply telling people what to do all the time, you are probably guilty of this.

5. You’re a perfectionist.

Do you tend to come across as critical or judgmental, or demand perfection the first time around (ask your spouse or significant other if you don’t know – he or she will tell you!)? If so, you aren’t leaving room for your team to consider failures as learning points, and creative ideas as possible innovation for your company. Your team will tend to play safe and play small, so that you get smaller, safer work that appears perfect. But you will lose out on the new and innovative ideas and work they might bring. Consider this: Life, work, and leading are not about you and everything else being perfect. It’s about all this being exceptional.

If you suspect that your team is holding back, not being genuine, have a conversation with them. Ask them what they need in order to be more candid – and be prepared to receive their feedback as your own point of learning.

Schedule a Complimentary Discovery Session!

Five Reasons Executive Coaching Experiences Fail

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Five Reasons Executive Coaching Experiences Fail
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You realize that developing your leadership and that of your team gives you a competitive advantage. After all, behavior is what drives your company’s strategy, structure, culture, and systems.

You are also starkly aware that what got you to this point won’t carry you into the future. In this complex world, a commitment to developing talent at all levels of the enterprise is not a nice idea – it’s a necessity.

Where do you start? You’ll want to model from the top, and so you are probably thinking that a first good step would be to hire a coach for you and key members of your executive team.

Executive coaching has been highly recommended to you as leader as the best answer to your development.  You’ve read the statistics and they sound promising. The ROI for executive coaching has a healthy average of 7 to 10 times the investment, with some even reporting up to 49 times.

But you have a nagging doubt that has kept you from making a move to start the process. What if it doesn’t work for you? You’ve heard of a couple of stories where another decision-maker’s coaching experience didn’t meet expectations. Wasted time, energy, and money.

How can you make sure you get the same great results you keep reading about – and move confidently as you meet the future, now?

Here are 5 reasons that executives might not get the kind of return you read about – and how to start out right so that you can make an investment that pays off well for you.

Five Reasons Executive Coaching Experiences Fail

1. You don’t know what kind of coach you need.

Opening a coaches’ directory will reveal different kinds of coaches, and the choice can be overwhelming. Here are the three primary types of coaches so that you can see the difference:

a. Life coach – focuses on the whole person, personal and professional goals, aspects of life such as health, wellness, personal finances, life direction, and more.

b. Business coach – brings processes, tools, and concepts to team and enterprise growth (business coach and business consultant are closely related with quite a bit of overlap). Works on a variety of goals, including strategy, marketing, overall performance, and more.

c. Executive coach – helps unlock leadership potential, facilitating change in someone’s personal behavior that will ultimately result in achieving business goals. Executive coaches are typically hired to help C-suite, VPs and other executives with setting, supporting, and achieving personal improvement goals. Examples of focus can include developing greater leadership skills, managing staff, improving communication, managing conflict well, increasing productivity, increased agility, decision-making, and more.

2. Your coach doesn’t have the formal training and certification to be most effective.

Has your coach had the benefit of a robust accredited coaching program that utilizes proven methodologies for best adult learning and development?  And are they certified with the International Coach Federation or similar accrediting body so that you can be sure they meet highest standards in ethics and in practice?

3. Your coach doesn’t use a solid model and framework for results.

Unless your coach can use a solid model and process that keeps you focused on the goals you set with them, keeps you moving forward, allows you to assess progress as you move forward, and has the ability to truly measure outcomes, then you will not be able to bank on best results.

4. Your coach can’t meet you at your level to provide the support you need.

Coaches vary in their own levels of personal development and leadership experience. A coach does not need your industry background, or to have held the same position you now hold. However, they need to be able to help you navigate your growth and understanding where you are in your development and how you meet the world is vital to their asking the right questions to do so. The coach’s own leadership background, as well as their past client roster and client testimonials should be helpful indicators as to whether they can support you well in this regard.

5. You aren’t willing to do the work.

Change is challenging, and it requires great courage and vulnerability to look at one’s own “growing edges.” Many clients have hired coaches, only to go through the motions and not give the initiative the focus necessary to truly develop self. If you recognize that you are ready to step into a higher level of leadership, make the commitment to do the work. The results are life-changing when you give it 100%.

In order to manage well in an ever-evolving, complex world, having an able thought partner who helps you to see the landscape and navigate well is priceless. The ROI of executive coaching can be a game-changer for you, your team, and the company, if you are confident in how to go about selecting a coach, and if you make a strong commitment to change.