25Oct/120

Sustainability—The Impossible Dream

Posted by WABC

By Jeffrey L. Balash

All of us are attempting to fight one of the key laws of nature in both our business and personal lives: its life cycle. This process of birthing, growing, maturing, and dying applies to everything in the universe-including our own sun. So when our leaders, in both business and government, refer to "sustainability," they are to be applauded for attempting to lengthen the life cycle. However, they still can't repeal this essential law of nature. This note explores the reasons why these life cycles occur as well as some brief thoughts about how to extend them.1

1. Inability to Persevere in Doing Things That We Don't Want to Do

We all talk about staying in shape and watching our weight to enjoy and to extend a healthy lifespan. However, obesity is epidemic in America. As a Hall of Fame tennis player explained to me: "I've trained hard for 20 years. I'm done and going to enjoy life." This world-class athlete had become obese and completely out of shape.

Similarly, as corporations grow and become successful, complacency sets in. The culture changes from the quick, lean culture of the initial employees to a much larger group who are attracted because the firm is a successful enterprise that offers potential for wealth and security and an "easy" job with an "entitlement" to all of the associated benefits.

So the "tough stuff" of watching costs, changing the business model to preserve market leadership, and being "paranoid", in the words of Andy Grove, are no longer done—or acceptable.

Potential solutions: The CEO and his/her team need to concentrate on maintaining the culture of the company through A) hiring only those people who will adapt to the culture and embrace it, and B) structuring the proper incentives to motivate employees to maintain that culture. They must recognize that employees who excelled at a particular position may not have the skills to operate optimally in that same position as the company grows and matures.

2. Inability to Recognize That the Game Has Changed

Andy Grove also observed that he was the last to know things as the CEO. Because senior management and government leaders are typically far removed from the "front lines," it's difficult for them to identify critical changes as early as possible. Similarly, many employees aren't creative thinkers. They merely carry out orders. Those who sound the early warning alarm are frequently "shot" as messengers of bad news.

Potential Solutions: Structure a fairly flat organization where information can flow to the top quickly. Establish a separate email address for each member of the senior management team that is different from his/her primary email address, so that rank-and-file employees can send emails directly and allow the sender to screen his/her email address, if desired. In this way, the sender will know that no reprisals will occur. An intranet employee chat room, once again allowing for anonymity, will let employees interact quickly on line so that new ideas can be exchanged and issues can come to the surface quickly. It will also allow the senior management team to learn how the company and themselves are viewed by employees.

3. Inability to Change Strategy Tactics Even Though the Change Has Been Recognized

Professor Clayton Christiansen of Harvard Business School has done exhaustive research in this area and in the area described above.2 Organizations are typically a prisoner of their own business models. To effect the necessary change is painful, requiring the adoption of an entirely new paradigm, which may entail reengineering, retraining, and restructuring (including layoffs). Most firms don't have the will to do this.

Potential Solutions: Accept the fact that "you need to do it to yourself-or it will be done to you." A company can either be a victim (as in the Big Three automakers) or a survivor (as IBM has expanded its business into the services area instead of continuing to concentrate primarily on hardware manufacturing). This not only demands a tough "look in the mirror" on a periodic basis and the will to do what has to be done; it also requires significantly different management talents and styles to maximize the profits of declining businesses. (These can remain high for a long period, if appropriately operated). These talents and styles are different than those operating in growth businesses or mature businesses. A company needs to have all three types of managers on its "pitching staff" (e.g., starter, middle relief, and closer) and to establish the appropriate incentives for each group.

4. Loss of Flexibility and Nimbleness as the Bureaucracy Grows

As a firm achieves ever greater success, it grows larger, less nimble, and more bureaucratic. Rules and procedures tend to be inflexible rather than adaptive. The behemoth can't move as quickly as the fox. When Intel switched from DRAM (dynamic random access memory) as its principal product to microprocessors, it took a year for Gordon Moore and Andy Grove to gain managerial acceptance of the new strategy.

Possible solutions: Organize the company to operate in smaller units, allowing it to be more nimble in its responses to challenges and change, as well as to attract and retain entrepreneurial managers. Delegate decision making downward, so that the decision chain is shortened and response time is improved. An interesting example is Johnson and Johnson, which permits its key managers to run their businesses on their own, except that they must get all significant capital expenditures approved by the CFO.

This note is brief of necessity. It can't possibly address all of the issues and potential solutions. I also don't have a monopoly on knowledge. Therefore, I would encourage comments, suggestions, and criticisms by the reader, which is how I learn and adapt to the changing environment as well.

This article first appeared in Business Coaching Worldwide (June Issue 2010, Volume 6, Issue 1). Copyright © 2012 WABC Coaches Inc. All rights reserved.


1 For a very thoughtful discussion of how our human "health span" can be maximized, please consider: Younger Next Year: Live Strong, Fit, and Sexy Until You're 80 and Beyond by Chris Crowley and Henry S. Lodge and the successor book: Younger Next Year for Women: Live Strong, Fit, and Sexy - Until You're 80 and Beyond by Chris Crowley, Henry S. Lodge, and Gail Sheehy (both, Workman, 2007). The strategies and tactics articulated in these books can frequently be mapped into business situations.

2 Christensen, Clayton M. The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business. Collins Business Essentials: 2003 (1997).

 Jeffrey L. Balash has created over $4 billion in value across five continents in different industries as an investment banker, strategist, operating executive, and investor. His experience includes seven startups. Contact Jeffrey.

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24May/120

Three Coaching Traps: The Unique Challenges of Coaching the Alpha Male

Posted by Kate Lanz

by Kate Lanz

Alpha males are those who instinctively seek dominance—regardless of circumstance, they want to win. This is the key hallmark of the alpha and, in large part, it drives alphas' professional success. It is also the characteristic that gets in the way of their ability to learn how to do things differently and improve as leaders.

Accessing the point where the strength becomes a limitation is a particular challenge with the alpha client. This article provides some suggestions for overcoming three coaching traps which can plague alphas.

The Confidence Trap

Ben, a 36-year-old investment banker, presented as an extremely confident individual. It was easy to see why people wanted him to lead them. He dressed confidently, he spoke confidently, and he gave the impression of knowing precisely what he was doing. His track record was also stellar.

However, Ben had just transitioned into a more significant leadership role in an area of the business that was outside the zone of his expertise. Since he had to 'show up big' in this new role, a key piece of his armory was the confidence he projected. Behind the scenes, Ben was struggling. He was feeling completely overwhelmed by the scope of his new role, particularly since much of it lay outside his knowledge base.

Ben's company has a strong coaching culture. When leaders move into new roles, they receive coaching support to accelerate performance in those new roles. Coaching, therefore, wasn't Ben's personal choice. Furthermore, since he was caught in the confidence trap, he was not about to admit his feelings of overwhelm to his coach.

During our first session, I was able to support Ben at a very practical level, helping him to handle an issue with his boss. This built our rapport and trust, since he could see the process had been of value to him. During our second session, sensing that he might be caught in the confidence trap, I decided to take a risk. Through careful questioning, I allowed him to reveal how he felt about his previous role and his performance in that role. I then followed up by probing how he viewed his performance in his new role. Comparing the two illustrated the differences in energy levels and confidence-signaling body language he displayed in each position. Gently but firmly confronting him with this real-time feedback, and highlighting how this new role seemed to be taking him outside his comfort level, allowed him to begin to open up. Although he still couldn't admit to a lack of confidence, he was able to share some of his concerns.

Quickly, I pushed for a 360-degree feedback. This provided some concrete examples of situations in which he was not quite on top of things. One specific instance was an email from his boss, which had remained unanswered for too long. His boss was looking for an explanation. Once Ben and I were alone again, I was able to help him uncover what was behind his delayed response, and used that example to gently confront him with evidence of overwhelm. With this evidence providing access, he was able to discuss his overwhelm and some practical strategies for overcoming it.

The trick was allowing Ben to keep the appearance of confidence with others while, at the same time, exploring the gap that existed behind it. Where he had previously felt trapped by his confident presentation, he now felt protected by it while he worked through the relevant issues behind the scenes.

The Competition Trap

Innately programmed to win, the alpha male is constantly in competition with others. Paul was the managing director of a business unit for a major player in the consumer goods sector. Paul used his innate competitive spirit to good effect with his team. He had them focused on moving their organization up the performance ladder by competing with other internal business units.

This same competitive instinct, however, showed up everywhere—in conversations with senior people, with his peer group, and even with neutral outsiders. Paul was always 'scoring that point.' He was oblivious to just how omnipresent this tendency was. He was delivering business results. He was admired by his team for his winning nature. Why should he engage in any reflection on his style? As was the case with Ben, Paul was simply one of a group scheduled to receive coaching. He saw no reason to change. Paul was caught in the competition trap.

The key to success in this situation is to catch the alpha's total attention right from the first session. Lacking that, the coaching process would be set up for failure. I knew that capturing Paul's attention would be tough, so I initiated a double feedback process before the work started. The first step of this process consisted of an individual interview with Paul's boss, the line manager. Despite the fact that giving honest feedback was a challenge for him, he made it clear that the 'point scoring' mentality could well prevent Paul's consideration for promotion, since it really rubbed senior colleagues and peers the wrong way.

The second step in the double-feedback process was a three-way meeting, during which Paul's boss gave him this specific feedback and described the changes he needed to see. Although he was initially reluctant to actually pinpoint examples of Paul's problematic behavior, I was able, thanks to our previous interview, to push him to give some clear examples and describe their impact. Eventually, the boss admitted that Paul was quite often viewed as a 'smart-arse,' and this perception would compromise his promotion possibilities.

This threat to his ambitions really seized Paul's attention. The careful setup was key—it enabled me to name the point-scoring game and illustrate how much it mattered to Paul's future. After careful work, he was able to see where, unconsciously, he allowed his competitive instinct to get the better of him. Slowly, he began to catch himself, and his new awareness enabled him to use his competitive nature in a more conscious and productive way.

The 'My Way or the Highway' Trap

Alpha males are successful because they have the confidence to push hard for what they believe will allow them to win. Often they're right and the success reinforces the model. Robert, the 39-year-old commercial director of an FTSE 100, clearly fell into this trap. In fact, his version of 'my way or the highway' even contained a touch of the provocative. When communicating his view, he liked to include a little dig at the recipient.

Once promoted to a board position, situations began to arise in which the CEO was trying to control Robert's work. Robert's response was to defend his plan in the same manner as he had done in the past. The 'my way or the highway' model, however, was counterproductive at board level.

During our coaching sessions, I seized Robert's attention by underscoring the CEO's reaction to Robert's style. I helped Robert to understand that if he failed to change this dynamic, his time on the board could end up to be quite short-lived. He was fiercely proud and ambitious, and removal from the board would have been a terrible outcome for him. He paid attention.

By dissecting some of Robert's specific transactions with the CEO, I helped him to see the impact of both his 'my way or the highway' attitude and his provocative stance. He was surprised to discover just how strong the pattern was. We worked carefully together on ways to reframe some of his dialogues with the CEO. It cost him dearly sometimes to forfeit the joy of provocation, but he managed it because the stakes were high.

Within a couple of months, Robert's relationship with the CEO had improved to the point where the CEO was, in fact, consulting Robert rather than attempting to control him.

In summary, here are some helpful approaches to coaching the alpha male:

  • Recognize which of the traps you may be dealing with;
  • Build rapport and trust by offering practical value immediately;
  • Find ways to seize the alpha's attention—leave no 'wriggle room';
  • Confront early, basing the confrontation on your own experience of the client;
  • Help the alpha bring some of the subconscious patterns to the surface by linking them to tangible practical examples; and
  • Take risks: If you fail to make impact with an alpha early in the coaching relationship, you can easily miss your chance!

This article first appeared in Business Coaching Worldwide (2007, Volume 3, Issue 2). Copyright © 2012 WABC Coaches Inc. All rights reserved.

Kate Lanz, MBA, is the Executive Director of Sandler Lanz. Working with organizational leaders and their direct reports, Kate helps both individuals and teams to move swiftly from insight to action. Read more about Kate in the WABC Coach Directory. Kate can be reached at info@sandlerlanz.com

 

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19Jan/120

How Can Coaching Produce Sustainable Behavior Change? (Part 2 of 3) By Dr. Sunny Stout Rostron

Clients often ask their coaches, what happens when the coaching contract ends and you disappear? How will they sustain their own internal process and continue to create visible behavior change impacting positively on performance? Below I consider four ways that client behavioral change can be sustained as a result of your business coaching interventions: building the relationship, learning from experience, understanding the role of others and developing emotional competence (EQ).

1. Building the Relationship

Most research into the "encounter" between client and practitioner has been in the field of psychotherapy, yet it is in the early stages of research in the field of coaching.1 A relationship develops as a result of the "coaching conversation," with client issues skillfully teased out by the coach's interventions. These interventions should be part of a structure such as a coaching model, with the coach operating flexibly to cater for the concerns of the client.

The developing relationship creates a safe "thinking environment," and it is the relationship that helps with the onset of change. The coach must be conscious of staying outside the "system"—particularly not being drawn into the client's narrative or "story." In this way, the coach works with the client to assume responsibility for change. Nancy Kline refers to the coach keeping "attention simultaneously in three streams." In the first stream the coach focuses on the content of the client's narrative; in the second, the coach becomes aware of their own thoughts as a response to the client's narrative; in the third, his/her attention creates a thinking environment conducive for the client.2

2. Learning from Experience

You may be familiar with David Kolb's "Experiential Learning" model.3 Working with our own individual experience is a key to learning. In actively reflecting on experience, coach and client draw meaning from experience, literally entering "into a dialogue with...experience" turning it into useable knowledge.4

The coach's interventions help to build rapport between the client and the coach, with the client's experience being the foundation and source of learning for the coaching conversation. Experiential learning can be viewed as an active process in which the client works with his/her experience to understand meanings he/she has associated with it.

But learning does not occur in isolation from our social and cultural norms and values. While clients reconstruct their own experience, they do so within the context of their own unique social setting and cultural values. Other considerations are language, social class, gender, ethnic background and how clients have learned from an early age. In the context of the coaching conversation, when clients talk about their experiences, they create a story. There is power in both the language and the content of the story, and the significance comes from the interpretation and structure of that story.

If clients do not see themselves as learners or as learning from experience, or even see their stories as "reconstructions" and "re-interpretations" of their reality, how can we then use the coaching conversation to help clients learn, change and achieve their outcomes?

Exercise: Can you think of a time when you were (and were not) living life to the fullest? Describe what you were thinking, feeling, experiencing and assuming. What can you learn from reflecting on your experience?

3. Understanding the Role of Others

Coach and client need to be aware of the powerful role of others in the work they do together. A danger of not understanding the "system" in which the client operates is that the coach risks becoming a part of that system. Set up regular meetings with the client's line manager to align the client's values and goals with those of the organization. In terms of performance, it is critical that changes of thinking, feeling and behavior show up "visibly" in the workplace. Visible behavior is what people say and do—and what they fail to say or do.

If the client has grown in terms of self-awareness, the organization will want to see this "demonstrated" at work: in relationships, management competence, leadership behaviors and in the application of emotional competence (EQ). Regular meetings with the client's line manager give feedback that the coaching is on track. It may be useful for the coach to shadow the client, observing the client's interactions with others, honestly reflecting back observations. Often, change is embedded physiologically—clients demonstrate a visible change in attitude, in feeling and in how they "be who they are" as they interact with others.

Exercise: When recently have you seen a client "physiologically" demonstrate an insight or understanding into how his/her behavior impacted on performance, and what reflection did they have that indicated a willingness to change?

4. Developing EQ

Prior to Daniel Goleman and Candice Pert popularizing EQ, previous research in the realm of experiential learning explored putting the heart back into learning, emphasizing the "capacity to learn" at an emotional level. It is an area where executive coaches work, particularly in Western cultures where "emotion" is considered to be an inhibitor of clear, rational thinking.

Working to develop EQ helps the client to understand the importance of feelings in generating powerful thinking patterns and helps the client to understand the importance of emotional literacy in the workplace. Denial of emotions can lead to a denial of learning.5 Two influential sources of learning are past experience and the role of others, and different kinds of learning emerge depending on whether we view the learning as positive or negative. The way we interpret experience is connected to our view of ourselves and determines how we develop confidence and self-esteem.

Exercise: Jot down what's important to you about both your professional and your personal life. As you answer the question, look for the "intangibles," the "unmeasurables" such as: making a difference, collaboration, integrity, leadership, balance between work and personal life, family, friends, health.

Conclusion

Developing the relationship between coach and client, understanding the role of others in the system, building emotional competence and learning from experience are four major components of the coaching conversation that ultimately impact behavior and performance.

This article first appeared in Business Coaching Worldwide ( 2008, Volume 4, Issue 2). Copyright © 2011 WABC Coaches Inc. All rights reserved.

 

1 Stout Rostron, S. 2006. "Interventions in the Coaching Conversation: Thinking, Feeling and Behaviour." D.Sc. diss., Middlesex University London.

2 Kline, N. 2007. The Thinking Partnership Programme, Consultant's Guide. Wallingford, UK: Time to Think Ltd.

3 Kolb, D. 1984. Experiential Learning: Experience as the Source of Learning and Development. New Jersey: Prentice Hall.

4 Boud, D., and N. Miller, eds. 1996 Working with Experience, Animating Learning. London: Routledge.

5 Kline, N. 2005. The Thinking Partnership Programme, Consultant's Guide. Wallingford, UK: Time to Think Ltd.

Dr. Sunny Stout Rostron is an executive director with Resolve Encounter Consulting and chair for the Research Agenda for the Global Coaching Convention. With 15 years experience as an executive coach, Sunny is President Emeritus for COMENSA (Coaches and Mentors of South Africa), the author of Accelerating Performance, Powerful New Techniques to Develop People (Kogan Page 2002) and contributing author to Sharing the Passion, Conversations with Coaches (AHT, 2006). Her new book about executive coaching is due in 2008. sunny@encounterconsulting.co.za. Learn more about Sunny in the WABC Coach Directory.

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17Nov/110

Potential is a Terrible Thing to Waste: How to Get Out of Your Own Way at Work and Help Others Do the Same, By Mark Goulston

Posted by WABC

Coaching seems simple enough. You help your clients define their most important long-term goals, break their goals down into short term milestones, hold them accountable, keep them focused and voilá... success.

In fact, it seems so simple that if you are a potential client, why would you even need a coach to define what's important to you and then, like a "nagging-but-loving" parent, make sure you do your homework? That's easy. In spite of your best intentions, if you are like most people, you become distracted. A "nagging-but-loving" parent or coach may come in handy--whether it is to make sure that children get their homework done or that you make it to the goals you set for yourself.

How about you if you are a coach? You love coaching, you love helping others and dang it, if only people would hire you, they would love the results you can get for them...But to hire you, they have to find you. Oh, c'mon; that's just wishful thinking. You have to find them and then convince them that what they need (that is, you, in order to reach the goals they set for themselves that they can't reach on their own) is what they want.

This is called marketing and selling. Marketing is getting yourself in the position to offer your services--getting to the telephone or face-to-face conversation with a potential client. You must then sell your services in such a way that a potential client hires you.

As a potential client, you get this--you expect people to lay out their USP (unique sales proposition). But if you're a coach, although you wholeheartedly agree with how coaching can help people define and reach their goals, you may feel a knot in your stomach about anything related to marketing and selling.

Despite knowing what you each need to do in order to become more successful, your self-defeating behavior may often get in your way. If you're a potential client hiring a coach, or if you're a coach committing to marketing and selling your services, you may instead either procrastinate, get defensive, make excuses, quit too soon or engage in some other self-defeating behavior. There is almost no limit to the number of ways you can defeat yourself. I've written two books that cover 80 of them.

Human nature doesn't exist, only animal nature
and the human potential to not give in to it.
-Unknown

Whether you're a coach or a client, you both know that you get in your own way. What may be less clear is why you do it. Understanding how and why people in general, and you in particular, engage in self-defeating behavior will enable you to take that first step toward getting out of your own way.

Success: Two Steps Forward, One Step Back (Figure 1)

From your first breath to your last, you are stepping into the unknown. Your first baby step is daunting, yet exhilarating. The real challenge to your evolving personality occurs when you take that first step and fall down. To be successful throughout your life, you want to make sure you take two steps forward and one step back, instead of no steps forward or one step forward and two steps back.

Think of an infant taking his first step. He crawls, then stands holding onto a chair or his parent's leg, and then ventures out into the world of homo-erectus. He steps away from any supports, balances precariously, and looks back at his parent (developmental psychologists refer to this stage with the French word, rapprochement, which means "looking back"). He feels reassured and ventures forth.

Sooner or later he falls and cries. One minute he felt like Superbaby; the next he found himself a helpless little creature. He turned out to be as fragile in the next moment as he felt powerful in the first. He looked back at his parent for reassurance (in other words, coaching--see far right column in Figure 2) that what he had experienced was a slip--it doesn't mean he has fallen through the cracks and can't get up and try again. Taking in his parent's reassurance, he does get up and try again. This occurs over and over, until one day he is able to walk on his own.

When a child internalizes this new skill, a little piece of self-confidence develops and he integrates it into his evolving personality. As his personality develops into his own distinct identity, he becomes more and more an individual, and a confident one at that.

One doesn't discover new lands without consenting to
lose sight of shore for a very long time.
-Andre Gide

This process continues all the way through life. Our personalities and identities are constantly evolving in this two-steps-forward, one-step-back dance of learning--falling, pausing, refueling, retooling, and retrying. Along the way, we make mistakes and learn from them; over time, we can develop perseverance, persistence, and effectiveness.

When you make forward progress, you feel vital, effective and empowered. You seek out opportunities to test your mettle in the world. The world is one giant opportunity and your oyster to explore and enjoy.

Self-Defeat: What Goes In, Comes Out (Figure 2)

So what happens to you when you defeat yourself? As a baby, if you take that first step into the unknown, go to take a second step, fall, look back, and your parents do not respond to you with encouragement, you become stalled. Worse, you may slide further back and regress. You feel tentative, ineffective, disempowered. You seek out any mitigating behaviors that give you relief from these feelings. You adopt so-called "quick fixes"--ways to cope that give you momentary relief from the trauma of falling from Superbaby to Powerless Baby. The problem is that quick fixes fix nothing, and actually hurt you in the long run.

What happens when Superbaby is criticized (and feels as if he has done something wrong), ignored (and feels alone in his helplessness), or coddled (and then feels confused when not coddled)? Superbaby's reaction is fear, guilt, shame, anger and confusion. Negative messages about the meaning of what he's experiencing begin playing in his head. He is suddenly knocked off the resilience track. He doesn't have the self-confidence he needs to get up and try again on his own.

And instead of becoming effective, he seeks relief. Anything and everything he does in reaction to feeling "upset" triggers a negative coping reaction that works to make him feel better in the short run, but in the long run turns into a self-defeating behavior (SDB).

What's done to children, they will do to society.
-Karl Menninger

These behaviors waste time and squander his potential. Instead of seeing the world as a terrific place to explore, he views it as a terrifying place that can trip him up at every step. This causes him to stall in his life and his career. If he repeats these behaviors often enough, they become habits. Eventually they become internalized parts of his personality that are very resistant to change. That is why you must not become discouraged if you are not able to stop and overcome these self-defeating behaviors overnight. Becoming impatient with yourself is in itself self-defeating.

When you run into adversity in your adult life, the trick is to cut the endless playback loop of the old negative messages so that you can develop the inner strength and resolve to become effective in your life and work. This means replacing the abusive, critical, avoidant, neglectful, or overindulgent and authoritarian voice in your head with the voice of the supportive, authoritative role model, mentor or coach.

At first, you may want to conjure up the image and voice of that supportive person telling you to pause when you most feel like reacting or doing something impulsive. In my case, I brought to mind the image of Dean William MacNary. Dean MacNary, who passed away fifteen years ago, was an advocate for me during some difficult times I had in medical school. When I would run into stress and was about to do something foolish, I could see him in my mind's eye making a Rabbinical shrug (despite his being an Irish Catholic) and saying to me in his Bostonian accent: "M-a-a-h-k, c'mon; take a deep breath and don't do what you're about to do. Let it go." I would occasionally get into an argument with him in my mind, but "Mac," as I and my fellow medical students called him, would usually win and prevent me from shooting from the hip and then shooting myself in the foot.

Over the years I have internalized his voice as part of my personality, but on those occasions when I want to dip into the gratitude I feel towards Mac, I'll still imagine his Rabbinical shrug and steadying voice keeping me in line.

You might want to do the same with the people who have helped you along the way. It will help you feel less alone, and fortify you when you're battling those impulses that could derail you from your goals. In addition, you can enlist the help of a coach so that you can begin to internalize that supportive, authoritative voice. And ultimately, you'll replace those self-defeating messages and behaviors with confidence, motivation and determination to succeed.

This article first appeared in Business Coaching Worldwide (Spring 2005, Volume 1, Issue 3). Copyright © 2011 WABC Coaches Inc. All rights reserved.


Mark Goulston, M.D.
, is Sr. Vice President Executive Coaching and Emotional Intelligence at Sherwood Partners. He writes "The Leading Edge" for FAST COMPANY, "Directions" for the National Association of Corporate Directors' Directors Monthly, and is the author of Get Out of Your Own Way at Work... and Help Others Do the Same (Putnam, available October 6, 2005). Read more about Mark in the WABC Coach Directory. Mark may be reached by email at mgoulston@markgoulston.com.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.