...than a Habit.”Last month, we discussed the importance of relevant leadership skills, knowledge and attitudes through the lens of leading in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. We received a lot of great feedback from the network, especially as leaders look ahead at how they will effectively lead in a new year. However, my friend and fellow leadership colleague, Nicole DeFalco reminded me there is a fourth piece to the leadership development tool we call the KASH Box.The KASH Box is a leadership development tool most widely credited to David Herdlinger, an experienced leadership business coach, author and speaker who runs KASHBox Coaching with his business partner Joan Walsh. I had the distinct honor of having been individually coached by both David and Joan in the early days of RPC Leadership Associates Inc. and credit both for their role in our success in those early years.KASH is an acronym...

...What Can Be Done.”Happy New Year!Over the last few weeks one of the more common comments comes from folks who apparently thought changing over to a new calendar year would suddenly make the challenges of the previous year somehow fade away. The reality, of course, is the issues leaders regularly tackle do not abide by our sense of time. They happen unannounced, they linger until resolved and reoccur if poorly resolved. This inspired the theme of this discussion with the title taken from a conversation between my friend Rick Kolster and Col. Allen West on Rick’s podcast, “The Bald Truth”.The title is a quote from Col. West during that discussion which got us thinking about what leaders need to focus on to understand what can be done, especially in a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. In our experience, we can categorically look at three key areas that form the...

As we close out the year for the ages, many are using the time to reflect on the recent past in order to set the stage for what is next. Our experience tells us that for most, this is a loosely defined informal process which tends to produce minimal, if any, change in attitudes and behaviors. For this reason, we focus our coaching with clients, as well as the theme of this post, on learning. By definition, learning results in modifying behaviors by experience. We focus on the issue of learning because without the observable modified behavior, we could argue actual learning does not occur.As early as this past summer, we began asking our clients what they had learned about themselves over the previous 3-4 months. The idea is centered on leaders making time to consciously capture their experiences to learn what changes to make in their businesses. In our experience...

...with the status quo.”It is the time of year when leaders evaluate the results of what has been a very challenging year. The purpose is to presumably create new goals to continue achieving desired results next year. Yet, no matter how many leaders I ask what their goal planning process looks like, the vast majority simply do not have one. The closest processes resemble an organizational to-do list with little or no context behind them. But is that enough? As the title quote from Hyrum W. Smith suggests, those goals must be strong enough to move to a desired future that is likely in conflict with the status quo.The challenge is that merely setting goals is never enough in and by themselves to create the necessary level of planned conflict. We wrote about this idea two years ago on how an effective goal planning process is a great motivator for success! The...

...really? It has long been a tenet of effective leadership that it really begins with effective self-leadership. So much so that in our coaching practice, we maintain that if one cannot lead themselves, they do not have the right to lead others. While that may come across rather strong, we’ve seen it play out as advertised, both positively and negatively over the last several decades.Self-awareness is obviously key to effective self-leadership, yet it remains a challenge for far too many leaders. In a January 2018 article in Harvard Business Review titled, “What Self-Awareness Is (and How to Cultivate it)”, Tasha Eurich stated that their four-year research study estimated that only 10% to 15% of their over 5,000 study participants were actually self-aware.In some of our more recent posts, we discussed how the pandemic has been a bit of “truth serum” for leaders across the globe. No one has escaped the need...