Books & Resources

Whenever there is a disconnect between what you say (passive) and what you do (aggressive), you fall into that camp. And while it’s easy to recognize a passive aggressive co-worker … recognizing one’s own passive-aggressive behaviors at work can be quite difficult.

I recently went hiking for a few days in beautiful western Canada. Right before our small group headed out on our first remote trail, our experienced guide gave us a crash course on what to do in case we crossed paths with a bear. Yes, a bear! City girl that I am, I listened very closely to what she had to say …

Often, emotional intelligence is the key differentiator between a star performer and the rest of the pack, yet many never embrace the skill for themselves. Do you think being liked at work is overrated? Are you surprised when others are offended by your comments, and do you feel like they’re overreacting?

Absolutely no one likes to be micromanaged. It’s frustrating, demoralizing, and demotivating. Yet, some managers can’t seem to help themselves. Dealing with a controlling boss who doesn’t trust you is tough, but what if you’re the one doing the micromanaging?

If you’ve caught any of my Coaching Real Leaders episodes, you may have noticed—I love to use metaphors when I coach. The specifics of the metaphors are less important than why I use them.

They’re hardheaded. They dig their heels in. You know the type — people who are way too stubborn for their own good. While it’s easy to point the finger at others who exhibit this behavior, it can be hard to recognize this trait in yourself.

If there’s one thing that’s common across the leaders I coach, it’s this: they’re tired. So, it’s not surprising that at some point, the topic comes up during our coaching meetings — usually as a result of my client having lost their cool with someone, feeling unmotivated or running their body ragged …

On a recent Live Q&A in my Coaching Real Leaders Community, I was asked a simple yet not easily answerable question: How do you actively listen to someone while at the same time trying to understand what the person is saying and then have the ability to respond or ask a follow up question?

Everyone knows that the ability to give feedback is critical to being an effective leader and manager. And yet, many struggle with it no matter how many trainings they’ve been to or articles they’ve read. I often find myself coaching clients on how to give their team members feedback …

The most effective feedback discussions are based on shared understanding. Whether feedback or feedforward, it’s important to not miss the check in with the receiver to see how they view the situation in question.

Grieving is hard, but it can be made more challenging when grief and work intersect. Take losing a job: that’s a real fear for many people (especially these days) and grief can strike when it happens. But even when you survive a mass layoff, you’re left to face the fallout …

As a coach, I often get asked whether my job is to just ask questions or to give answers. Truth be told, whether you are an executive coach or a leader coaching your team members, it’s important to be able to do both and know when is the right time to be asking vs. answering …

As organizations increasingly focus on diversity, equity and inclusion, there is a topic that more of my executive coaching clients are bringing up during our coaching meetings than ever before. It sounds a little like this …

As a manager, you provide some level of coaching to all your direct reports, helping some attain higher levels of professional achievement, and helping others improve their performance to fulfill their current roles.

Much has been written about the benefits of having a sponsor – those who have one advance at a faster rate than those who don’t. And they experience more career satisfaction. If my coaching client doesn’t have a sponsor or better yet, sponsors, it becomes part of their development plan …