 |
 HR
news in this issue:
|
|
HR
news in this issue:
|
| Leaders
are promoted for their abilities to "bring in the numbers," take tough
stands and create strategic plans. But when they bomb -- as one in three
do -- it is usually because of lousy people skills, according to a global
survey of over 5,000 leaders and HR professionals.
Many leaders report that they were promoted for their technical skills but could use more help developing leadership skills. 68 per cent describe themselves as "self-made" leaders. When managers were asked how they acquired their skills and knowledge, they most often cited: observing others, trial and error on the job, guidance from their current supervisors, reading, advice from co-workers and peers, and formal training. First-time leaders, in particular,
feel poorly prepared for their roles and are struggling with the transition.
Two thirds of leaders are willing to give up more personal time if it means that they can advance. In return, they would appreciate more organizational support so they can expand their skills and manage more effectively, says the firm, and this should start at the front-line management level. Most managers are promoted because of past performance, but need to broaden their skills to perform effectively in their new jobs. Most likely to succeed, the firm says, are those who can bring out the best in people, learn from their mistakes, respond to feedback, adjust quickly to change and develop an ability to see many perspectives. |
Why internally promoted
leaders fail
944 human resources
professionals from 42 countries
|
 |
reprinted in the Asbury Park (NJ) News, March 2006 reprinted in the Louisville Courier Journal, March 2006 Executive coaching
moves from trend to new discipline
|
| Training
for managers through sessions with an executive coach is nothing new for
American companies. It's been happening for decades. But using colleges
and universities as a venue for teaching people how to become coaches?
That is a new trend in the Midwest, and two Cincinnati women are on the
cutting edge of the movement.
Brenda Corbett and Judith Coleman, authors of "The Sherpa Guide: Process-Driven Executive Coaching" (Thomson/South-Western; 2006) and founders of Sherpa Coaching LLC, have been tapped by multiple universities in the Midwest to teach people how to be executive coaches. The initiative brings structure to efforts to train executive coaches, Corbett says. "Certification of coaches is so nebulous right now," said Corbett. "There's absolutely no foundation. So many universities are saying that this is what has to happen, that if you want to coach and be certified, then you have to have a process, a standard." The University of Cincinnati, the University of Louisville and Kent State University have hired Corbett and Coleman to lead coaching certification efforts at their institutions this spring. Penn State University starts a program in the fall of 2006. Clearly, executive education
is growing at top universities and colleges in the U.S. Harvard, Northwestern,
Stanford and Columbia show a 37 percent increase in the number of executive
education programs at those universities or colleges in seven years: from
211 programs in
Corbett taught an executive coaching certification at Xavier University in 2005 and found three types of students:
Companies need well-rounded executives, and coaches can help make that happen by focusing on and correcting a manager's personal or professional flaws. "Some executives go into these programs kicking and screaming," author Karen Otazo said. "Before long, though, most get it. Why? Because it makes sense for leaders to know how to get followers. "They understand that these programs make a difference in getting work done through others." E-mail jeckberg@enquirer.com
|
With a generation of business executives poised to retire in the upcoming decade, a wave of business consultants has emerged to "coach" the next generation of leaders. Coaching one key executive in an organization can improve hundreds of lives of the employees who work under that person, according to Brenda Corbett. Corbett, co-author of "The Sherpa Guide: Process-Driven Executive Coaching" (Thomson; 2006) with Judith Colemon, seeks to create a standard for training people to become executive coaches. Chapters in the 350-page book highlight:
|
|
Review Published April 2006:
The Sherpa Guide, Brenda Corbett &
Judith Colemon
Knowledgeably co-authored by business and communication experts Brenda Corbett and Judith Colemon, The Sherpa Guide: Process-Driven Executive Coaching is an informed and informative introduction and provides an independent study of the intricate world of business and valid coaching to the reader. Introducing a timeline for coaching progression, a path through the barriers and complexities of the precise process and execution of business matters, The Sherpa Guide is very strongly recommended reading for its in-depth study and exclusive perspective of business application and coaching to all business executives, corporate administrators, and aspiring entrepreneurs. |
