Archive for the ‘Executive Leadership’ Category

Leadership Coaching: Hallmark of the Second-Rater?

Wednesday, May 25th, 2011 by Martha Forlines & Thad Green
Second Rater

Recap of Leader Quick Tip: Second-raters resent the achievement of others

It is the resentment of another person’s achievement, the fear that someone else’s work will be greater than their own, the refusal to lend a hand to help another prove their worthiness, the belief that those of true achievement find pleasure in holding them back, and their dream of greatness is a world where everyone is their acknowledged inferior.

Second-raters sow seeds of discontent, bare their teeth with resentment, they are the bad apple in the barrel, the wolves disguised in sheepskin, the ones who work hardest to drag others down to their level rather than raising themselves up to a higher plane.

The second-rater may climb a few rungs up the ladder, but never to the top, always standing firm, straddling the line that marks mediocrity.

On the other hand, there are the true achievers, lonely in their achievement, lonely for an equal, for a mind to respect, an achievement to admire, lonely for praise from someone they respect, for someone to admire.

Those of true achievement are among the few, some coming into the world marked and destined, others choosing the path they take, choosing early, maybe choosing late, nevertheless choosing.

The choosing may begin with the written word, more likely a story told, but always finds its way through self examination while holding the hand of someone who has been there, maybe a mentor, or through leadership consulting, executive coaching or leadership training, and almost always at a time when pain has opened the door to a new and better world.

All the best to your success,

Martha Forlines and Thad Green

Leadership Consulting: Why You Aren’t Rewarded!

Wednesday, May 11th, 2011 by Martha Forlines & Thad Green
Leadership Reward

Recap of Leader Quick Tip: Sanctioned behavior gets repeated

When you strain your energy to the utmost and you produce the best, do you expect to be rewarded or punished?

Rewarded of course… and if you’re not, then what?

If you sanction (accept) not being rewarded, it is sure to continue!

Behaviors toward you:

  • Are you hated because of your achievements?
  • Scorned because of your high standards?
  • Denounced because of your character and virtues?
  • Called selfish because you do what is right?
  • Called arrogant because of your independent mind?
  • Called ruthless for the strength and self-discipline of your drive to your purpose?

Your reaction:

  • Have you borne it all and kept silent?
  • Have you bowed to THEIR code of conduct?
  • Have you accepted an undeserved guilt for who you are and what you do?
  • Have you sanctioned (accepted) THEIR behavior toward you?

Then you should ask: WHY?

Martha Forlines and Thad Green

P.S. Think about how these questions form a common thread through leadership consulting, executive coaching and leadership training.

P.S.S. The leadership lessons in this Quick Tip and BLOG are taken from Ayn Rand’s Atlas Shrugged.

Leadership Consulting: A Question Too Embarrassing to Ask

Wednesday, April 27th, 2011 by Martha Forlines & Thad Green
Leadership Question

Recap of leader quick tip: People perform poorly because someone allows it

His question was too embarrassing to ask, especially for a man in his position.

Afraid of the answer, he had avoided it for years.

The jet engines hummed as they talked. Neither had given their names. The old man seemed wise . . . and safe.

“It’s impossible to find good people these days. Every team I’ve led in the last few years has had at least one poor performer there when I joined the team, there when I left. Why is that?”

The old man turned, faced him for the first time, and gently said, “Because you allowed it.”

And why do leaders allow it?

The solution is almost too complicated to tackle.

Give any excuse you want, but there are only two reasons why leaders do not deal with poor performers—projection and fear.

With projection the leader says, “If I happened to perform poorly, I wouldn’t want to be pressured about it.” So the leader doesn’t do to someone else what he doesn’t want done to him.

Fear keeps  a leader from dealing with poor performers, the fear of (1) starting a conflict, (2) not being liked, (3) something negative being said about him, and (4) something being done to get back at him, to name the most common fears.

Reluctance to act is complicated stuff. You have to know why you hesitate, otherwise you’ll procrastinate.

Finding the “why” may not be easy.

Overcoming reluctance to deal with poor performers is really about one thing—you have to know yourself.

It isn’t about leadership consulting, executive coaching, leadership and management training, employee engagement and the like. That would make it easy.

Leadership success doesn’t come from what you know, but from discovering what you don’t.

Martha Forlines and Thad Green

Leadership Consulting Essentials: Unfit to Lead?

Wednesday, April 13th, 2011 by Martha Forlines & Thad Green

Recap of leadership quick tip: You have to sort through the essentials of leadership

Leadership puzzle

Think of leadership as a jigsaw puzzle. The puzzle is complete when all of the pieces fall into place. When some go missing or don’t quite fit, you have a problem.

All of the pieces don’t have to be in place to be an effective leader. But the essential pieces have to be there.

For example, it is essential that leaders let go and not do everything themselves. To do otherwise will lead to failure.

There are, however, some things that appear to be essential, but actually are not. For example, leaders can get by without great organizational skills, if they hire someone to compensate for this shortcoming.

So what are the essentials for great leadership? And which ones can leaders get by without?

Some pieces of the leadership puzzle are more important than others. Sometimes the absence of a single piece makes effective leadership impossible. What are those pieces?

Here are some we place in the essential category.

It is essential for leaders to:

1.      Have plenty of energy (for the stamina for life in the fast lane).

2.      Be stress-hardy (otherwise the pressure will get you down).

3.      Have lots of courage (to do what is ethically right, to listen to things you don’t want to hear, and to stand up to others).

4.      Hold yourself and others to high standards of performance (not just talk a good game).

5.      Have a full understanding of your strengths and weaknesses (so you will focus on what you do best and compensate for the rest, like hiring people what are strong where you are weak).

6.      Make good decisions about priorities for your team and yourself.

7.      Listen, then weigh and decide.

On the other hand, sometimes leaders can get by when a piece of the puzzle is missing. Here are a few we believe leaders can do without:

1.      Being creative isn’t a necessity, when leaders surround themselves with a few who are.

2.      Leaders don’t have to be inspirational speakers, if they have other ways to inspire those they lead.

3.      Being a great planner isn’t a requirement, when leaders can turn to those who are.

So what all is on the essentials list? We’ve only scratched the surface here.

Many of you have been on the receiving end of leadership consulting, executive coaching, leadership and management training, and employee engagement initiatives, for example.

You have ideas about the essentials of leadership. We’d like to hear them. Contact us by replying to this email or give us a call at 678-576-5207.

If you’d like to join the conversation on linked-in, here is the link.

We look forward to hearing from you.

All the best to your success,

Martha Forlines and Thad Green

You can’t make leaders lead!

Wednesday, March 30th, 2011 by Martha Forlines & Thad Green

Recap of leader Quick Tip: You can’t make leaders lead

Leadership training skills

Anybody with average intelligence can learn the skills to be a leader.

The problem is getting leaders to use the skills.

You can lead a horse to water, but you can’t make him drink.

Leaders who perform poorly have a million excuses for not using the skills they have, or could easily acquire.

Until you get to the bottom of this, don’t expect any improvement in leadership.

Consider the leader who is stumbling in an area or two, like not dealing with a poor performer (or not resolving a conflict).

Is the stumbling because the leader doesn’t have the necessary skills? No, never.

“I don’t know” is a feeble excuse.

Leaders have skills they are unwilling to use. They need skills they are unwilling to learn.

Until you know what’s behind the unwillingness, don’t expect anything to change.

The consultants and coaches here at BSI are trained to help leaders figure out what’s holding them back and how to get where they want and need to go.

If you want to know more about how we do this, call us at 678.576.5207.

All the best to your success,

Martha Forlines and Thad Green

Leadership Coaching: Discover What’s Behind Your Leader Fears

Wednesday, March 16th, 2011 by Martha Forlines & Thad Green

Recap to leader quick tip: Fear responses hold leaders back

worried and stressed

Here are some examples of leader behaviors that are responses to fear:

1.       Avoiding conflict.

2.       Not dealing with poor performers.

3.       Rewarding employees who don’t deserve it.

4.       Procrastinating on tough decisions.

5.       Unwillingness to give honest feedback.

6.       Not returning a call to an unhappy customer.

7.       Being defensive when criticized.

8.       Discouraging input from team members.

9.       Avoiding challenging situations.

Responding to fear results in behaviors that are counter to good leadership. These behaviors hold us back. They keep us from being the leader we want to be.

Is it possible to get beyond fear and become a more effective leader?

Short quiz for going beyond fear:

1.       Can you name the three fears that affect you most as a leader? Yes or No

2.       Are you consciously aware when a fear is pushing you to avoid or procrastinate? Yes or No

3.       Do you know the origin of your biggest fears? Yes or No

4.       Can you name three leader behaviors that are responses to your fears?  Yes or No

5.       Have you ever been introspective about your fears? Yes or No

6.       Are you currently seeking help with the fears that affect the way you lead? Yes or No

7.       Are you willing to excavate your fears and deal with them? Yes or No

8.       Are you truly hungry to be an outstanding leader? Yes or No

9.       Are you at a crossroads in your leadership career? Yes or No

10.   Do you realize you have to go beyond your fears to excel as a leader? Yes or No

Questions 1-6 are about where you are now in your journey. The more “Yes” responses the better, but the “No” responses will not keep you from getting where you want to be.

Questions 7-10 are the important ones. They are about where you CAN be. A “Yes” response to all four of these is a predictor of where you WILL be.

Many options are available to “get you there,” including assessment tools, executive coaching, leadership consulting, leadership training, and exploration in employee engagement.

For more on the subject of leadership and fear responses, stay tuned for upcoming Leader Quick Tips and BLOGs.

All the best to your success,

Martha Forlines and Thad Green

Watching Conflict

Wednesday, February 2nd, 2011 by Martha Forlines & Thad Green

Recap of Leader Quick Tip: Observation is a leader’s best friend when it comes to handling conflict

If you want to get a masters degree in handling conflict, just look around you.
Observe what’s working, what isn’t.


There’s tailored information out there, too.
Jennifer doesn’t hesitate to confront conflict.

Conflict resolution in the workplace

Tiffany is comfortable discussing conflict, but will not initiate the discussion.
Marshall dodges conflict as long as he can; he’s a crafty dodger.
Observation is a leader’s best friend when it comes to handling conflict.


Others tell you how to resolve conflict with them, if you’re watching their cues.

The conclusion is unmistakable.

There is conflict aplenty in every leader’s wide circle of work relationships.

We’ve seen it with so many of our clients, up close and personal, in our leadership consulting, executive coaching, and employee engagement work.

You’ve see it too, at a distant and only an arm’s length away.

What have you seen? Let’s compare notes.

Here are some common ways we see people handling conflict:

1.       One rams a solution down the other’s throat, the other gives in.

2.       One confronts gently, the other gives in.

3.       One confronts and both duke it out with words.

4.       Both avoid conflict like a stinky diaper, steering clear of the mess for as long as possible.

5.       One wants to resolve conflict, the other won’t touch it with a ten foot pole.

6.       Both sit down and resolve the conflict professionally. (We haven’t seen this in a while.)

What does all of this mean?

First, most people forget the research on conflict. Just throw should and ought out the door.

Second, observing others deal with conflict will show you what to do, and what not to do.

Third, is a question– If someone observed the way you handle conflict, what would they see?

This may be a question worth answering.

After all, self awareness is the first step toward improvement.

Martha Forlines and Thad Green

Change is very personal . . . and secretive

Wednesday, January 19th, 2011 by Martha Forlines & Thad Green

Recap of Leader Quick Tip: Change is VERY personal . . . and secretive

Here’s what you’re not likely to hear when you’re leading change.

  • Marge’s husband is out of work and she’s AFRAID she’ll lose her job.
  • Chuck is already working a 60 hour weeks and he’s AFRAID it’ll just get worse.
  • Marilyn is not stress hardy and is AFRAID she can’t cope with more change.
  • Robert is AFRAID of the shame of being out of work.
  • Don is a constant worrier and is AFRAID of everything . . . real and imagined.
  • Mary is AFRAID someone else will get the opportunities that come with change.

Yes, change is very personal AND secretive.

What is a manager to do?

You probably don’t want to know.

In case you do…

You can only manage change one person at the time.

This is not what a leader wants to hear . . . but it’s true.

If you don’t know their fear, you won’t know what to do.

And this causes fear in YOU.

You’re AFRAID to hear about their fear.

AFRAID they’ll expect too much of you.

AFRAID you’ll open a can of worms and can’t close it.

Change causes fear in all of us.

WE CAN’T LEAD OTHERS THROUGH THEIR FEAR OF CHANGE UNLESS WE DEAL WITH OUR OWN.

This isn’t what you want to hear . . . but it’s true.

No amount of executive coaching, leadership consulting, or change management skills will help you manage change effectively UNTIL you deal with your own fear.

You only need to do what you expect of those you lead.

Martha Forlines and Thad Green

Lose the best and keep the rest?

Wednesday, January 5th, 2011 by Martha Forlines & Thad Green

Recap of Leader Quick Tip: High performers have already decided whether to stay or go

The leadership challenge that ranked #3 in our November survey was “retention of high performers.”


High performers have already decided whether they will stay or go!
The former know why they will stay, and what would push them away.
The latter know when they will go, and what would cause them to stay.
DO YOU KNOW WHAT THEY KNOW?
If not, you’ll be the loser!
It’s too late to hold onto some high performers. Not so for others.

Information is power!


And you have to get information if you want to retain high performers.

This means you have to start by stopping.
1. Stop making assumptions—about which high performers are ready to bolt and why, and which will stay and why. It’s risky business thinking you have it figured out.

2. Stop projecting—your own needs and preferences onto your high performers. For example, if you’d leave for more money, believing others would, too, is projecting. Or, if you like to know your options, but you’d leave only if the perfect job comes up, it is projecting to believe others will do little more than shop around.


3. Stop acting helpless—about influencing high performers to stay. It’s true that high performers leave because they are not getting what their performance deserves, but money seldom is the reason. They may say it is, but telling the truth on the way out the door serves no purpose from their point of view.

The real task is to find out what your high performers are thinking. This can only be done by building relationships, developing trust, and making it easy and safe for them to tell you what is going on.

You’re ahead of the game if these behaviors describe you’re leadership style. After all, these are the basics for leadership derived from leadership training, executive and leadership coaching, leadership consulting, executive MBA programs, even the school of hard knocks.

The bottom line is that relationships, trust, and getting high performers to open up is the only way you can get the information you need to retain this invaluable resource.

It’s never too late to start. You can make a lot of headway quickly, if keeping high performers is important to you.

Martha Forlines and Thad Green

Seasons Greetings!

Wednesday, December 22nd, 2010 by Martha Forlines & Thad Green