Executive and Team Coaching, Leadership Coaching, Mentoring - Strategic Planning - Board Service

 


The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

That’s how the old saying starts off. The rest makes a distinction between ‘what I can’t and can change’. Wisdom, it is posited, is knowing the difference – accepting what can’t be changed and changing what can. Clear enough as it is but these is a wrinkle – an oversight – that most people routinely make – one that flies in the face of such ‘wisdom’. They focus almost exclusively on what can’t be changed. Continue reading ““Grant me the wisdom …”” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

Some of my coaching engagements focus on the personal tendencies of my clients. Those journeys take us into very personal areas; many of which have been either avoided or ignored for many years. One of the most productive assaults centers around a tendency that is ubiquitous among humans – enabled by the human capacity for selective memory. Continue reading “Reason Why or Thinking How?” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

Many of my coaching engagements start out covering fairly rocky ground. When people come to me for help, they are in some sort of distress. Often their tendency to diagnose their challenges rather than prospecting for their future – and that presents a real problem. Continue reading “Coaching Notes – Excuses and Such” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

These are stories about things that don’t have to happen – things that can be avoided. There is nothing in human experience that makes them unavoidable. These are stories about the great divide between knowing and doing – and about how a trusted coach can help you remake your future. Continue reading “Coaching Notes – Focusing On Branding” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

I was recently reading an article in this month’s MIT Sloan Management Review – Big Data, Analytics and the Path From Insights to Value – when I came across a very striking example of a challenge that I was working on with a coaching client. What set me back and got me thinking differently was the discovery of unexpected linkages between indicators and results. Continue reading “Coaching Notes – Unexpected Links” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

I suspect that many of us do not spend enough time looking in the mirror. I am not advocating narcissism – only suggesting that self-awareness begins with a reflection. Continue reading “Coaching Notes – Chapter Two” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

After I sold off my interest in my last company I decided to head for Scotland to pursue PhD research into social and political systems. It turned out to be a very productive break – clearing my mind of all focus on business for just over four years. Upon my return, I faced the proverbial ‘clean slate’ challenge. ‘What was I going to do now?’ Continue reading “Coaching Notes – Chapter One” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

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Prior articles in the series:

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It had been some time since our last meeting. An e-mail showed up indicating that she was ready to sit down and talk. When we began the engagement neither of us was sure where things were going or where they might end up. Our last meeting – some weeks back – had started with some tension in the air. My coaching client had made a successful career as an entrepreneur. She sold her companies and made a lot of money. After a brief ‘vacation’ from business, she began to cast around for her ‘next life’. After some reflection she had decided to become an angel investor. Continue reading “Of Course … The Tragic Mistake – Part Five: To be What?” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Prior articles in the series:

“So what are we going to talk about this time?” The question had a bit of an edge. I could tell that she was apprehensive about the focus of the next hour. Our last session, a week past, had highlighted a basic problem in her approach to investing. When, as a CEO, she had to deal with investors it seemed very natural to her that they would insist on clear performance metrics that defined both compensation and ownership. But, now that she was on the other side of the discussion, her response had been to go softly on the team she had invested in. The results had been unsatisfactory. A team without clear metrics is like a gaggle wandering through a deep forest without a compass. Its only a matter of time before the bears get hungry. Continue reading “Of Course … The Tragic Mistake – Part Four: To Be Or Not To Be” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Prior articles in the series:

~~~~~~~~~~~~~~~~~~~~

Let the Coaching Begin!

It was one thing to reach an agreement on the focus and goals of the coaching engagement but another to actually kick the process in gear. I could tell by her body language that the CEO was nervous about getting into the thick of things. In such situations, I find it useful to begin with more of an intellectual discussion. Somehow, working with concepts softens apprehensions and allows the discussion to begin in what feels like a safer place. And so, that is what we did. Continue reading “Of Course … The Tragic Mistake – Part Three: Let the Coaching Begin” »

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