 The Coaching Group of Switzerland - Business, Executive and Fitness Coaching Comment by Suzie Doscher:
I enjoyed reading this article written by a fellow coach. I never understand the reasons that companies do not offer more one-to-one coaching for their employees. As Liz Hall states: "However, if an individual gets the right support, they can not only recover from a breakdown, but also become more self-aware and more resilient as a result." I will add that burnout's / breakdowns can possible be avoided if the support is offered early enough. Offer your employees a safe place to talk openly knowing the info will remain confidential offers untold amount of benefits - not only to the employee but also the company. If your employees are in good shape, your company can be in good shape! I suggest it to read the article to gain a good understanding of how beneficial one-to-one support can be especially if it is company-sponsored. When an employee has to pay out of their own pocket in order to be able to give the company their best, what will be lost is motivation and loyalty to the company. No wonder there is so much employee turnover! ...Click 'Read more' below
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 Executive and Business Coaching - The Coaching Group of Switzerland By Lisa Maulhardt
In the beginning, when a leader steps into a new role, everything’s possible. Good leaders take on new challenges in their careers with optimism and enthusiasm, paying close attention to how they show up as individuals. Great leaders do even more. They know that they also need to push for greatness at every level: in their duo relationships, with their teams, and for their customers and company—especially when they want to have an impact in a new job. Here are seven moves leaders can make as they’re starting a new chapter. (And if you haven’t already, read up on what leaders can do before their first day as well.) ... Click 'Read More' below  If you’re interviewing for a new position, pay attention to these tips and help identify if a potential manager is a good leader. Suzie Doscher: Great tips by Harvey Deutschendorf relating to the soft skills also known as Emotional Intelligence. I find in my coaching practice helping clients recognize when emotions are interfering with clear thinking is extremely helpful. Harvey raises a very valid point with this statement: "Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. We know that the biggest reason that people give for leaving an organization is the relationship with those above them." ...Click 'Read More' below
![LifeCoach-Zurich, {Limiting-Beliefs},[ExecutiveCoach].jpg](/uploads/2/2/3/8/22386102/lifecoach-zurich-limiting-beliefs-executivecoach_1_orig.jpg) How to Stop Self-Sabotaging by Suzie Doscher, Professional Life and Executive Coach
I have witnessed all too often with friends, family, clients, and in my own life, how easy it is to go in circles or bang your head against the same wall when you try to get something done. It feels like you are blocked. You keep ending up in the same place, repeating the same patterns. A coaching client of mine never quite achieved the goals he set for himself. Despite taking proactive steps, he still ended up going around in circles. On one level, he believed in the success of his project. Yet deep down inside, a little voice kept repeating, “What is the point? You will not succeed anyway." ...Click 'Read More' below  Raise Your Level of Self-Awareness = Emotional Intelligence By Daniel Goleman,Contributor, Korn Ferry Institute He was doing great—at least in his own line of vision. As a senior director at a Fortune 500 retail company, Greg had become one of the company’s best performers, overseeing a $1 billion market. He knew he wasn’t afraid to take swift action and that he brought true intensity to his work. The company had even handed him a second market. But it turned out that our confident district manager had a critical blind spot: himself. He didn’t realize that all that vaunted success had come at the expense of the store managers he constantly berated. Intensity, in his case, meant focusing only on what was wrong. Sure, he had managed to spot and fire failing managers before, but in his new territory, he had demoralized the team so much that too many leaders for him to oust were missing their targets. As the second market’s results sank, Greg couldn’t understand what was wrong. Think about it: Is there anything more frustrating than a corporate executive who is clueless about his or her own weaknesses? Is there no harder leader to work with or improve? We are talking here, of course, about the importance of self-awareness and just how dramatically it alters the workplace. Self-awareness is part of what makes up what I call a leader’s “emotional intelligence” (EI), a group of competencies that studies show may well be the best measure of a leader’s odds at success. In all, there are a dozen competencies that make up EI, ranging from possessing empathy to having a positive outlook to resolving conflict. But in the end, the one that matters most is one Greg didn’t have. Indeed, new research done for Korn Ferry Hay Group has found that when executives demonstrate high self-awareness, they are likely to show strengths in as many as 10 of the dozen major competencies that define EI. It is the self-aware leader who has the most positive impact on a team’s working climate and performance—and who instills the most loyalty. High EI leaders, research shows, build team climates in which people know what is expected of them, have challenging but attainable goals and feel empowered to attain goals in their own way. But Greg’s high-drive style—with the opposite effects—has become all too common in many businesses, when leaders push their people to hit ever-higher targets and put a hypercritical focus on people’s failures while ignoring successes. That may work at first, but as time goes on, it batters morale, lowers motivation and loses people. And because such leaders seem to be succeeding in the short term—as they hit quarterly targets—they turn a blind eye to the downsides in the long term. The good news is that the blindsided leader can be turned around. Greg connected with Jennifer Joss, a veteran executive coach in Oregon, who tells me her first step was a universal one: making Greg aware of what was limiting his own success. She told him to pay careful attention to his thoughts and feelings when he talked with district or store managers about their performance, and to note what worked well and what did not. Through Joss, he also received candid feedback from 15 stakeholders, people who worked with him and could tell him how he might improve. And finally, he started to think about leaders he admired and realized he wanted to model himself on one who, early in Greg’s own career, cared about and believed in him. When he saw himself falling back on his old confrontational style, he would take a moment and remember to apply an approach that he took with his two young daughters: Engage the person in an open, curious way—a joint inquiry that invites critical thinking and problem solving. This exercise in self-management goes hand in hand with another EI competency: empathy or understanding and connecting with his direct reports in the moment. This attunement creates receptivity, so that his people are open to his influence, and motivated and enthusiastic about their own abilities. In fact, the results would speak for themselves: Greg’s initial market continued to perform exceptionally, and within the first six months, his new market turned in their best performance in many years. In the end, there would be confidence—and self-awareness. If more self-awareness would help you in your work and life, contact us for a free session.
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