ProAdvisorCoach

  “It is impossible for a man to learn what he thinks he already knows.” When Epictetus penned those words two thousand years ago, he wasn’t visualizing modern corporate boardrooms, wealth management practices, or tech start-ups. Yet, he perfectly diagnosed the ultimate, silent bottleneck in today's corporate landscape: the leader’s ego. In professional coaching, we frequently witness a frustrating paradox. A brilliant, highly capable founder or executive builds an organization from scratch using raw talent and sheer force of will. But as the organization grows, that same individualistic drive becomes a liability. The leader mistakes their historical success for absolute infallibility, and their ego begins to take up all the oxygen in the room. When a leader believes they must be the smartest person in the office, the source of all strategic breakthroughs, and the final word on every microscopic decision, team dynamics break down. Psychological safety evaporates. The team stops th...

Opposition is healthy in an organization, it shows the employees their thoughts are important to the success of the firm’s goals. How you address the opposition is the key.  Do you address it with thoughtful logical points? Or do you thrust your decisions upon them? Understanding your key employees and their ideas, thinking, and goals will help you understand how to turn their opposition into support or, at a minimum, tacit agreement. There are a lot of different responses employees can have to a new CEO or their ideas. A CEO must be aware of the positions people will take, especially within their leadership group.  Being aware and responding appropriately will define the success of one's leadership. To do this, we need take a look at these challenging employee response types, and understand the differences between them. First, we'll define employees that present themselves as supporting the CEO. Blind Support – These are people who seem to support your ideas and they appear ...