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Center for Executive Coaching
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What makes a good and bad leader?

Here is a quick heads up on research that is helping us understand who makes a good leader and who doesn't....

The bottom line is well summarized by the Wall Street Journal article about the study: "Beware Big, Bossy Egos."

The study broke participants into 50 3-person groups and gave them an assignment.

The leaders of each group took a personality test that determines whether they are self-absorbed  nd narcissistic or not (example of a question: "I am going to be a great person").

The groups led by narcissists shared information less effectively than other groups, and did less well on the assignment.

Meanwhile, here is what is fascinating and scary: Participants who worked under the most narcissistic leaders gave them good reviews, calling them "authoritative" and "effective." In other words, they didn't even know they were part of a poorly performing team!

Among the authors' conclusion: Narcissists present themselves well and can make a great impression on job interviews. However, they may not live up to expectations.

This is based on the book "Reality at Odds with Perceptions: Narcissistic Leaders and Group Performance" by Nevicka et al.

I hope you found this useful. It seems that there is going to be a market for tools that assess self- absorption and narcissism, as this personality trait is one to watch out for. There are already tools that measure this personality trait, and coaches and consultants should consider adding them to their arsenal.

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Exciting news! The Center for Executive Coaching is now fully accredited as an ACTP with the International Coach Federation (ICF). We have always been accredited with them, and now we have full ACTP status.

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Do you think coaching on intensity level and commitment can be a fruitful niche for coaches?

Three recent observations have gotten me thinking about the importance of coaching clients on their intensity and commitment levels.

First, the Pine View School is a public charter school in our town that consistently ranks in the top of all schools in the USA. Students win national competitions in all kinds of debating, science, math, and writing challenges, and there is a strong emphasis on excellence backed up with actual performance.

One of the core values of Pine View is what they call "212 degrees." The idea is that, up to 211 degrees F, water doesn't boil. However, with that one extra degree, from 211F to 212F, water boils. The teachers and administrators at Pine View constantly reinforce the idea that pushing one extra degree can make the difference. They give out 212 Degree awards to students who go that extra degree and make water boil.

Second, this week I got to meet and observe in action a fantastic coach. Her name is Ann Smith. She is a 10-time Grand Slam Winner in tennis, and now coaches athletes and executives on her MachIV System (Note that she has a branded and proprietary methodology, something all coaches should have!). Her four-part system looks at a player's intensity level. In the case of tennis she works with players on mental intensity, body language, self-talk, and physical intensity (footwork and swing, especially).

During this time with Ann, I saw a number of players literally transform their game with only a one-hour session, by focusing on their intensity and effort levels, as opposed to being focused on the score or on things outside their control (the wind, the other player's bad calls, their mind telling them they can't play, etc).

Third, this weekend I had a number of bad experiences as a customer, with both tiny and well-recognized brands, as well as with at least one government agency, that remind me (as if any of us need reminding) that many employees lack the kind of intensity, commitment, and focus required to produce outstanding results.

If the front-line employees don't have this kind of intensity and commitment, we can assume that their managers don't have this intensity either, and neither do their bosses, all the way up the chain.

Many executives focus on short-term indicators, on their personal status, on looking good, and on protecting their turf and personal careers -- all at the expense of long-term organizational success.

As coaches, we can help. We can get leaders and their teams focused on what really matters for long-term results. Once we identify these things, we can focus the whole organization on doing what it takes to deliver great products and services, delight customers, and continue to grow. We can find the tennis equivalent of the right swing speed, the right footwork, the right body language, and the right conversations for success. We can get people striving for that 212 degree culture, starting at the top.

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Don't be afraid to make BIG requests!

I work with so many clients who are sedate and have no idea of what they can achieve if they just take some risks and try to influence people -- authentically and without gimmicks -- to help them achieve some big goals.

Too many of us hold back, perhaps because we are afraid of how others will see us. Or maybe we fear getting rejected. The fact is that we will get rejected when we make big requests, but not all the time.

There are three types of people out there:

- Those who are influencing.
- Those who are being influenced.
- Those who are not even in the game.

Which type are you?

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Downloadable Open House: The 5 Keys to Getting into the Top 5% of Coaches

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In this interview, a CEC graduate shares how the program helped her increase her average engagement size from $8,000 to up to $40,000. In addition, she works in the C-suite of leading multi-nationals and consulting firms.

Learn how she did it..... 

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The 8 most common leadership gaps that executive-level coaches can address...

At the Center for Executive Coaching, we teach that a coach should only work with a client if both parties can identify a challenge or issue that, once resolved, will be worth 5-10X the coach's fees. Otherwise, the value won't be there and both parties will feel frustrated.

Another way of putting it is that there needs to be a gap between where the client is, and where the client wants to be.

Clients typically describe these gaps in specific ways: "My people are not as engaged and productive as I would like"; "I am not clicking with my boss"; "Our team is not moving in the same direction"; "My career seems to be stalled;" etc.

These issues can be rephrased to fall into 7 types of common gaps that leaders face:

ONE: Aspirations vs. Effort. The client wants something to happen, but isn't doing what is required to make it happen. A common example is the individual who wants to start a business, but is much better at talking about starting the business than doing the hard work of getting the business launched.

TWO: Intent vs. Impact. The client wants to come across a certain way to key people, but his or her impact is much different. For instance, the client might want to come across as assertive, but his colleagues see him as obnoxious.

THREE: Perceptual Gaps. The client has created all sorts of interpretations and fuzzy thinking about an issue that gets in the way of what's really going on. Example: The client suffers from "all or nothing thinking," perhaps with a belief that it is impossible to find good people; in fact there are many talented people out there -- if only the client would give them support, resources, and proper management. The coach can help the client shift his or her perception and make a new, more effective perception a habit, along with more effective behaviors.

FOUR: Gap Between Having a Single Style vs. True Leadership Flexibility. A broken clock tells the right time twice a day, and a leader with a single,
rigid leadership style sometimes has the right style for a given situation. However, a strong coach can help the leader develop much greater flexibility when handling different challenges, and be better at choosing the most effective response rather than reacting automatically -- especially when under stress.

FIVE: The Gap Between Other Priorities vs. Success. Many leaders act as if they would rather be something other than successful: smart, looking good, getting credit, being right, having status, being everyone's friend, being the hero, and so on. Coaches can refocus executives and managers on what really matters.

SIX: The Time & Energy Gap. Here, the client is overwhelmed -- too many objectives, too few resources, too much information, too much change at too rapid a pace, too little time, too little energy, and eventual burn out. The coach can help the client get focused, set boundaries, and find ways to recharge.

SEVEN: The Behavioral Gap. Some sort of behavior is holding the client back. The classic example is the physician who goes into administration, and is prone to all sorts of behaviors that might have worked as a practicing doctor, but will not fly in an organizational setting. The coach can work with the client to implement a simple behavioral change process that can make a huge difference to the client's career.

EIGHT: The Status Quo Gap. Often leaders and their teams get trapped in negativity, apathy, and the status quo. They need the help of a coach to shift them forward to vision, opportunities, and new possibilities. This happens frequently on the path from new initiatives to results, whether at the start of a large-scale change, in the middle of a project that is experiencing setbacks, or when a team needs that final push to make it to the finish line.

I hope you find the above list to be useful. It helps me identify issues worth 5-10X my fees, and then structure an engagement that gets significant results.
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Every executive coach says they get results, but what exactly are results? 

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If you want to set your Executive Coaching practice apart, you should be able to explain exactly the results you get for clients — and those results should be compelling. What keeps executives up at n...
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What being a leadership-level coach can make possible for you

Over the Thanksgiving holiday, did you give thanks for how much you love your career? Studies show that 75% - 85% of people did not, and in fact do not like their jobs at all.

There was a time, before I became an executive coach, that I would have given thanks for everything in my life -- except my job. Back then I made great money but I worked too many hours, with too much travel, in a culture and with people that I didn't especially like. I was burning out and needed a big change.

That change came when I started a coaching practice.

Here is what coaching made possible, and can make happen for you, too -- if you get into it the right way:

- I work from home with extremely flexible hours.

- I choose my clients, and they are all phenomenal and fascinating people making great things happen in the world.

- I spend lots of time with my kids and haven't missed one of their swim meets or piano recitals in a decade.

- I play tennis any time I want.

- I only travel when I want to, usually to really cool places around the world to work with great clients.

- This year I will make 4.5 times more than what I ever made as an employed executive!

- I get to speak at great venues, and I've written 3 books with one of my heroes, Guerrilla Marketing founder Jay Conrad Levinson.

You can do something similar, or achieve whatever you want as an executive-level coach. Coaching is an incredibly flexible career and you can use it to achieve your goals for a fulfilling and satisfying life, according to your own personal aspirations and vision.

The only catch is that it takes a special person to coach at the leadership level. You have to be able to engage leaders, managers, and up-and-coming talent. Not everyone can do this. But if you can, the sky is the limit and the opportunities are incredible!
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What are the top signs of an excellent coach?

I am delighted to share with you my article in this month's issue of ASTD's Training & Development Magazine, "10 Signs You Might Be an Excellent Coach."

Enjoy! 

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Coaching as a new career choice or side business continues to grow. But it’s not for everyone. Here are 10 tell-tale signs that a career as a coach might be a good one for you.
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Terry Hobbs is part of a leading healthcare consulting, recruiting, and employee survey/assessment firm. He joined the Center for Executive Coaching to add coaching as part of what he does.

He works at the CEO level, and in this interview shares his advice to aspiring coaches about becoming a trusted advisor through a variety of solutions for executives. He also explains why coaching is such a fulfilling profession for him.

Enjoy, and I hope you are seeing the caliber of people we attract at the Center for Executive Coaching! We are all about practical applications for real results, and we understand what it really takes to succeed in the market.
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In their circles
689 people
Have them in circles
337 people
iscow's profile photo
IPAT, Inc.'s profile photo
Leadership-Tools.com's profile photo
NAGARAJ SUBBUKRISHNA SASTRY's profile photo
Michael Kimmig's profile photo
Learning Leadership's profile photo
Tactical Sales Training Limited's profile photo
Tour and Travel's profile photo
Erendira Gallardo Alanís's profile photo
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The Leading Education & Training Organization for Executive Coaches
Introduction
The mission of the Center for Executive Coaching (CEC) is to educate and train executive coaches to get outstanding results for their clients.

The CEC has developed a proven, step-by-step system and methodology that shows people how to coach executives, establish their credibility in a competitive marketplace, and get great results. We began in 2001 when some management consultants and trainers asked CEC Founder Andrew Neitlich to train them to become executive coaches. Since then, hundreds of highly accomplished professionals from six continents have joined our program. A 1,000-office business coaching firm hired us to create a “private label” executive coaching curriculum for their professionals. Also, we are an approved International Coach Federation (ICF) coach training program; the ICF is the leading standards organization in the coaching world.

Recommendations:

“I can't imagine a better coach than Andrew Neitlich. For every 500 coaches you meet, none will equal or surpass him in every aspect of being a coach, a businessman or a human being.” March 2, 2012 - Jay Conrad Levinson

“Andrew provides an insight that you will never get from attending college. Andrew is straight forward in his communication, delivery of training and truly as an eye for CREATING SUCCESSFUL LEADERS, ENTREPRENUR, COACHES and sooo much more. Andrew definitely sticks to the KISS (Keep IT Simple Stupid) method. He makes Success look and feel easy. If you have DRIVE for success and aren’t scared of direct feedback, Andrew will unleash your potential. Andrew is one of a kind very crafty and unique in his gifts. SUCCESS is ANDREW and he isn’t scared to teach you his techniques...Don’t hesitate or think twice, contact the EXPERT COACH/Trainer/Author of many areas Marketing, Business, Executive just to name a few...” March 3, 2012 - Crystal Todd

“Andrew Neitlich has created through the Center for Executive Coaching a quintessence of professional coaching and business management. The practicum activities, coupled with the ongoing weekly coaching consortium meetings and peer coaching sessions has provided me with a solid foundation to launch my firm with a high degree of confidence. His leadership, commitment and support for the profession and students of the center are to be commended. I highly endorse the Center for Executive Coaching.” February 29, 2012 - Daphne B. Latimore