What is the Monday Morning Business Coach?
For over 12 years and running, every Monday morning we’ve sent out an email containing an executive coaching “nugget”—a simple, practical tip or strategy for you to easily take action on to start off your work week.
We use the situations of our clients (anonymously, of course) as well as what we’re pondering or reading about to write a short post. We keep it short because we know your life is busy and you need the “quick tips” to solve your problems, help you focus, and move you forward. We’re not claiming we can solve every issue, but we aim to give you the knowledge and wisdom to help you find your own power and create the future you want. You can view past posts below.
Today, we’re talking about how the intersection value and care can play a role in successful recruiting.
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Many years ago, we had a leader say to us, “I’d be a great leader if it weren’t for those d@mn people!”
We had to laugh, because of course, being a great leader is all about those d@mn people. We’re seeing the importance of keeping people central as organizations experience The Great Resignation, that we talked about last week.
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This Labor Day, we’re acknowledging the stressors of the past 18 months, their impact on work and workers, and the challenges to the workplace.
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Today we’re hearing from a gifted leader and engineer what his teams’ ongoing psychological safety efforts look like.
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Now that you’ve collaborated on what a successful model would look like, you’re wondering, how can you ensure that you really will be successful.
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This week, we’re sharing our thoughts about how, as an employee, you can negotiate with your boss to create a work style that contributes to the success of your organization and that works with your style and needs.
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We know that many of you are starting to consider your organizational work model and what it will look like going forward.
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Today we’re talking about a client who had a toxic boss and our suggestions on ways he could respond as a leader to improve the situation.
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We heard from several leaders who fear that creating psychological safety means they have to tolerate bad behavior and/or poor performance.
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We heard from several leaders who fear that creating psychological safety means they have to tolerate bad behavior and/or poor performance.
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