|
|
|
|
Please feel free to pass the Coach’s Corner e-newsletter to your friends and colleagues! For more information on our coaching programs, call 202-484-4747 or email me at rpost@coachscorner.com. Visit our website at www.coachscorner.com. Rhona Post Master Certified Coach |
|
As I reported last month, I expanded my Business Founder coaching to Melbourne Florida, where I have the privilege to work with Darlene Jones, President of GM Mortgage and Real Estate, and Karen Solomon, CEO of Precise Title. Both are successful women-owned businesses. I am coaching the owners and their teams to define the purpose and specific results they wish to achieve as they continue to expand. I am also assisting the CEO’s to better identify their leadership strengths and weaknesses so that they will delegate greater responsibilities to their employees and be able to concentrate on developing those strategic business areas they have defined as essential for long term growth. If you are looking to strengthen your leadership and business competence, why not call me at 202-484-4747? Two heads are better than one! The Federal Executive Institute in Charlottesville, Virginia has established a coaching division that will serve emerging leaders and executives interested in working with an executive coach. I have been chosen to be part of this pool. For more information on how you can work with a coach, please contact Beverly Fletcher at 434-980-6200 or visit www.leadership.opm.gov. If you are in the Washington metropolitan area please join us at the CANOE Symposium on Coaching to be held at the Martin Luther King library on October 10th and 11th, 2002. CANOE is the Capital Area Network for Organizational Excellence and its mission is to "enhance the effectiveness of the federal government in serving the American people." I will be facilitating a conversation with both federal managers and other coaches on ways federal employees can integrate coaching as part of the overall corporate culture. For more information on this free event, please contact, Jane Mayne at 202-267-3606 or email jane.mayne@faa.gov. |
|
As I get older, living in the world both confounds and enriches me. Confounds me, because the aftermath of 911 brought out the best and worst of how we treat others, as well as what we avoid, ignore and deny about ourselves. This past year has given me the opportunity to review the strengths and weaknesses I bring to the “work” table, as well as re-choose those leadership assets I wish to develop or enhance. We gratefully acknowledge the heroism of the men and women who “fought” bravely to save themselves along with others, both in New York and Washington; we gratefully acknowledge the leadership of our politicians, whose dramatic actions fostered trust, respect and loyalty from constituents, allies and colleagues. At the same time the media bombards us with tales of corporate deceit, company failures and the demise of integrity in the workplace. I suppose, like many of you, I feel pulled between two opposing forces—the desire to be a principled human being, and the ever-present desire to bend the rules in my favor. As if there is a constant hum in our ears alerting us that as human beings we are always being given the choice, moment to moment, to raise ourselves beyond what we think we are or can be, and the choice to get away with what we can. The tension between these two opposing forces is something with which we wrestle. When we make the choice to coach or lead others, we are publicly declaring that we will model certain behaviors that promote mutual respect, honesty and trust. Our contribution as leaders is not something that originates from a sense of greed or envy, lust or pride. Rather, for many, the contribution is steeped in service, stewardship and compassion. On a regular basis, we may be tempted to revoke or even lay aside our own standards. We notice that when we side-step our principles, we may end up with the “goodies” but we also lose the self we wish to be in the world. For some, this is an easy choice. For others, this choice is fraught with peril. When confronted with a dilemma of conscience, which road do we choose? Leadership at any level is the opportunity to move between good and evil, right and wrong, love and hate. To lead well we must ask, “to what are we agreeing and for the sake of what are we undertaking this role?” Leadership involves making choices. Whether we opt to lead or follow, we are going to face our fears. Do we face our fears bravely? Or do we allow our fears to undo the outcomes we seek? Ironically any act of bravery is laced with fear. We will change in the journey. How we envisioned the project to look before we undertook it-- may not even come close to how it turns out in the end. We may succeed or fail in our endeavors. We may change course, more than once. Our circumstances may change; but one thing we require of ourselves is that our bottom line values remain intact. Why? Without our own rudder, we are lost. Without that rudder as a guide, all those who have jumped into our lifeboat will perish. I think about Enron, Anderson Little, The United Way, to name a few, where leaders stepped up to bat, but they forgot, avoided or ignored their responsibilities to those people they chose to serve. Somewhere along the way, these leaders lost sight of the value of honoring their relationships with employees, customers, even shareholders. I think about government agencies where executives are encumbered with tremendous pressures from all sides, including Congress, their own employees, unions, the media, various interest groups, lobbyists, even those large consulting companies vying for work. I do not envy those whose job it is to lead federal agencies. But if these men and women are going to take the job, then I say, “Do the right thing!” You can only do the right thing if you have learned what is right (for you) and have the courage in the face of obstacles, from criticism to expediency, to stand for your values (principles). Our actions may change but what we stand for as human beings grounds us, even when the ground upon which we stand is shaky. Coaching is a great way to learn better what we stand for as human beings. Are we willing to take the time to acquaint ourselves or even re-acquaint ourselves with our customs, emotions, actions and outcomes? Are we brave enough to make the necessary changes in ourselves, if we notice inconsistency in our thoughts and actions? The events of 911 (and after) gave us a chance both individually and as a society to express those values we hold dear. From the courage of strangers who risked their lives to help others, to the faces of defeat, we all were touched. We were all scarred. I continually see, hear, and feel the good that is in us. From a coaching perspective my question is how do we translate the values we experienced in ourselves (and others) in the wake of 911, and infuse them into federal agencies that are mired in cynicism, resignation and frustration? How do we wake ourselves up so that we can successfully transform our agencies? Maybe I am biased, but I have always viewed public service as an opportunity to contribute, to lead, and coach. Unlike the private sector that may stand for one thing and do another, public servants, by the nature of the agreements they make when they enter government, are committing to building and sustaining an agency’s mandate. If your “For the sake of what” does not fuel you with the passion you require to serve, lead or coach, I say, “Get the heck out of Dodge”. Go do something else. Get off the field so the players who really want to play can do their jobs. Personally, I’m looking to coach a few good change players in government. If you are out there, call me at 202-484-4747. Players need coaches and coaches need a team. |
|
|
|
|
Visit the Coach's Corner Home Page at www.coachscorner.com
Copyright © 2002 Rhona Post, Post and Associates, 292 M St. SW, DC 20024
