In previous blogs, I have advocated the use of reflection as a method of creating change. In this blog, I would like to elaborate upon why reflection is such a powerful tool. In my book, I share a quote by a former major league baseball player, Vernon Law…

I am sure you have heard the expression “One size fits all.”  Not so in coaching. A coach needs to acknowledge individual differences if he or she is to be effective…

If you were asked what allows the different systems and appendages of your body to operate in a coordinated manner, you would respond, “the brain.”   Of course you would be right…

Communication needs to be addressed both for its content and its context.  The major content issues in coaching relate to creating gaps and tension through information acquired from assessments and coaching sessions and then asking probing questions…

Contrary to popular thinking, most CEOs do not like to fire people.  They often struggle with holding their associates accountable.  This was the case with one of my coachees…

Successful leaders know the importance of delegation.   In my work with CEOs and senior managers in growing organizations, delegation is one of their biggest challenges…

In my last posted blog, I wrote about control and how it can derail an executive from growing his or her business.  In this blog, I would like to offer a case…

Coaching is not just about closing gaps and creating tension.  Many coaching challenges can impact performance.  One challenge that most of my executive coachees share is the need to control their workplace and people…

One method of managing a liability is to partner with someone who has an asset that complements the liability.  In order for this to happen, we first must be aware of our liability and feel the tension that this creates for us…

In my last blog, I discussed how asking probing questions and challenging assumptions can reframe a coachee’s approach to resolving conflicts.  I

Reframing is the process of changing the lens through which a situation is viewed.  In my experience working with CEOs and senior managers, their challenges are often obscured by their biases…

In my last two coaching blogs, I discussed the concept of a balance sheet applied to coaching.  I ended one blog with an important principle central to coaching…

In my previous coaching blog, I introduced the concept of a “balance sheet” as applied to coaching.  You may ask the questions, “Why balance sheets?”

 The accounting profession uses balance sheets to identify financial assets and liabilities of a company.  The greater the company’s assets relative to its liabilities, the healthier the company…

In my last blog, I discussed how reflection can help promote change.  By recalling experiences, the coachee recreates situations that offer clues about how the coachee thought and acted…

One technique to facilitate change discussed in my book, “Executive Coaching and the Process of Change,” is reflection….

In my previous blog, I described how the coaching process creates tension that, when resolved, leads to change.  I would like to present a case to help illustrate this process…

The goal of coaching is to create change.  I have proposed that change can be realized through positive tension between desired outcomes and current reality…

In the past, coaching had gained the reputation as a last resort for failing executives. If executives were assigned a coach, it was often seen as a signal…

Executive coaches sometimes get accused of playing psychologist or psychotherapist. Let me try to clarify the differences between executive coaching and psychotherapy.