Why Coaching? Take your cues from legendary coach Pat Summitt
If you’re new to the world of professional executive coaching, what first comes to mind? There are often misconceptions, but it’s more wise counsel and dependable companionship on the road to growth than harsh criticism or constant correction. It’s more about gently guiding clients to the most effective answer for them individually rather than blanket approaches. It’s about a coach and coachee creating positive growth together.
Executive coaching, in many ways, is modeled off athletic coaching. There are some coaches who became role models for me – not only in my athletic endeavors but well beyond, into my professional career. One of my favorites was the great Pat Summitt, the head coach of the women’s basketball program at the University of Tennessee. She coached 38 seasons, won 8 national championships, and, upon her retirement in 2012 due to early onset Alzheimer’s, had won more NCAA Division 1 games than any other coach, male or female. She achieved countless other accolades during her coaching tenure, but more important than any records or awards, in my opinion, is how consistently players respected her and wanted to play well for her.
I always found that part of Pat’s magic was how she poured her heart into her players, and how she also poured all she had into her growth and that of the program, systematically and thoughtfully, to create a platform for continued success.
Every coach was at one time a player, and every champion was at one time a challenger. Whether you are a coach or a player (or both) – in the traditional sense or the professional arena - there are certain elements we must possess and activate to consistently grow, both within ourselves and our teams. We must be and do the following:
· Commit to a mindset of determination
· Visualize ourselves being successful
· Realize the potential that lies within
· Set a big, over-arching goal first, then visualize the “how to” steps of achievement
· Understand those "how to" steps are the daily, sometimes hourly activities to which you commit your mental and physical energy, which contribute to overall success
· Stick with it. Don’t quit or give up just because things get hard, or you get bored. Be resilient and keep looking for a way through or over into your success.
When she became head coach of Tennessee, Pat’s first big, over-arching goal was, “I want to fill the gym.” Think about that for a minute. Here was a woman who had very little support in her role; Title IX had only recently passed, bringing a tiny flow of money into women’s collegiate sports. Pat poured her own personal investment into the program’s success by sweeping the gym floor, taping her players’ ankles, and struggling to even fill the bleachers, but Pat worked, and Pat believed. And she stuck with it. As a coach, Pat was determined to turn her dreams and goals into success, and modeled the behavior she wanted her team to absorb. Many of her players have gone on to successful careers in athletics, broadcast journalism, or company ownership.
Nothing takes the place of hard work and commitment, so if you possess those critical beliefs and elements, consider taking on a professional executive coach to help you fill in the blanks, and “fill the gym.”
Go be brilliant today!
The True Meaning of “Personal” Satisfaction
As you keep learning and growing, you’ll be fulfilled by your team members’ success.
There are many principles and approaches about the leadership journey that I share in my book, with my executive coaching clients, and here in my blog. I hope and believe that they are practical and useful for you, and that they lead you to professional success.
But the best way to maintain the upward trajectory of your career, whatever age or life stage you find yourself in, is to be a lifelong learner. As I say in my new book, It’s On You: “you are growing and the growth never stops.”
I think that concept is quite relevant to older members of the workforce. When I read about the challenges for employees and leaders who are at or near retirement age, I consistently see that continued learning is vital. Staying relevant in the evolving workforce has become more and more challenging of late for senior professionals, who need to understand new technologies, gain new skills and are encouraged to earn new certifications.
To me, the concepts of lifelong learning and personal satisfaction are intertwined. It’s about putting yourself in positions to continue to learn, while also helping your team members move into better positions of success and growth. In fact, you realize as you progress in your career that “personal” satisfaction is tied less to feeling fulfilled about your own success, and more about playing a role in that of others.
Think about how you feel when you see others succeed; when you see others navigate and overcome challenges; when you see others learn to empower themselves and others. That has been the essence of personal fulfillment for me in my career, and I wouldn’t be surprised to learn it’s the same for you.
Oh yes – speaking of that word, “learn.” As you ponder this message about “personal” fulfillment, I want you to come back for my next blog post, when I’ll provide you with four strategies for lifelong learning and leading. They are strategies that will allow you – and those you lead – to be fulfilled.
What is Always Lurking? Opportunities for Discovery!
Sharing strategies to help you learn something new every day.
I recently shared some perspective on the intersection between lifelong learning and personal satisfaction. It’s such an important theme on the leadership journey and one that I am passionate about, so I wanted to dedicate not just one but two blog posts to it!
To put it in its simplest terms: growth never stops. It’s easy to say that and to think that; it’s harder to implement.
When I talk to leaders and aspiring leaders – clients in my executive coaching practice, members of the Tipperary Sales, Inc., team when I was CEO, or casual conversations about leadership and careers – I lean on four strategies that can be implemented to become a true lifelong learner and leader, both in the moment and over the long term:
Try things on: Growth as a leader often involves trial and error. During trial periods, see how a concept or tactic fits and run with it for a while. You’ll figure out what is part of your calling and what is not, and you’ll quickly hit your stride.
Have something to fall back on: Make notes about every learning experience you have and every idea that comes into your mind. That notebook will become a guide and outlet for yourself and a way to learn as you go. You never know when you’ll need to fall back on those notes from months or even years past.
Review the big decisions: Analyze right away what worked and what didn’t. You may encounter a mess sometimes – it will happen – but the best way to learn from successes and failures is through an After Action Review (AAR) to reflect on a project during and after its completion.
Remain true to you: Never lose sight of what you bring to your role that will be beneficial to others, to you, and your organization as a whole. Within that lens, sharpen your leadership in a way that is true to you and who you are.
Push yourself to learn something new every day, because opportunities for discovery are always lurking. That was the case when you were in your first job out of college, and it’s the case now, even if you’re in the C-suite or you’ve risen to CEO. As I write in It’s On You:
“When you choose to talk yourself beyond your comfort zone, rather than off the ledge, that is where the invisible bridge shows up that takes you to the next peak … the one that leads you even closer to all that you want to be, do, and have. All of this can be made easier when you open yourself to being a curious lifelong learner and take the time to build a support system.”
Keep doing and keep learning. It’s a lifelong process, it never stops and it will move you to the heights of your success.
Set Your Sights on the Next Landmark: Balance Speed Play with the Long Distance
An approach to help balance the short term with the long term in business leadership.
The short term and the long term. As leaders and CEOs, there’s no getting around the fact that both need to be considered in parallel all the time: this is what we’re facing right now, and this is where we want to go.
Maintaining that balance effectively is likely a significant reason why your career has progressed this far. When I was CEO of Tipperary Sales, I was always open to learning new principles or approaches to help me find the balance; it’s not always easy!
So I wanted to share one technique that benefited me and that I believe could benefit you: fartlek.
The word is Swedish for “speed play” and it’s a concept that distance runners use to improve their overall performance. It involves short sprints to identified landmarks – choosing a point down the road and pushing to get there. It’s both strategic and unstructured; on the one hand, you need to reach a clear landmark but it also leaves much of the bigger picture control up to the runner and his or her individual circumstances.
I see such great alignment between fartlek and business leadership. As I write in my book, It’s On You:
Creating realistic landmarks is like walking up a mountain. You can see the peak, but you also need to select rest spots along the way, where you will stop and reset, before setting your sights on the next landmark.
When you’re working on a short burst to reach a specific landmark – a short-term need that must be dealt with today – you need to remember that it’s also part of a longer run – the bigger picture.
Here are three strategies I recommend – and have always used – to maintain awareness of where you are at all points of your journey:
Know your home base: All the progress you seek, reaching the next landmark, begins by going within yourself. Every home run you hit begins and ends with home base. Always be in tune with that.
Know what makes your team tick: Use personality and behavior assessments to stay on track for continued success and understand what changes need to be made to reach the next landmark.
Keep asking why: Never stop asking why – it helps you get to the root of any issue and continue to make progress.
Progress has to be intentional, as business success almost always requires long-term thinking. But always have fartlek in mind: those short-term landmarks to push your pace and see your progress.
Strategic Fit: More than Numbers and Spreadsheets
Your organizational engine must start and end with culture and mission.
A compelling Harvard Business Review article on strategic fit caught my eye recently. As a CEO, I was constantly thinking about strategic fit. Now as an executive coach, it comes up in conversations with my clients all the time.
In short, strategic fit means going beyond the spreadsheets and the financial figures. It’s alignment, cohesion, and synergy across all functions of a business. Don’t get me wrong – measuring business success certainly requires being mindful of the numbers. But maximizing the value of your company for the benefit of all stakeholders, as the authors of the aforementioned HBR article argue, is the right objective, and requires more than “spreadsheet strategies.”
The authors (Darrell Rigby and Zach First) identify seven essential elements of strategy – the starting point in the process of achieving strategic fit – that, as they say, should be developed concurrently and iteratively.
The Mental Model
Purpose and ambitions
Stakeholder value creation
Macro forces
Markets and products
Competitive advantages
The operating model
I encourage you to read about each of these elements, because Rigby and First deliver a smart and relevant argument based on the example of a highly successful brand, but I wanted to share a few thoughts on the final one.
The authors call the operating model “the organizational engine that unleashes the power of people and fuels value creation.” Here’s how I feel: who are you as the leader of a company if you aren’t an absolute champion of your company’s culture and mission? CEOs must live the culture and mission every day – talk the talk and walk the walk.
When there is a leadership transition – when a new CEO is onboarding, or when two companies merge and hire an outsider as CEO, for example – it’s a real stress test on the operating model. It’s intensive to execute a transition in a way that maintains alignment across the whole company. When executed properly, it leads to the farthest-reaching and longest-lasting results.
If you haven’t yet, I hope you’ll take a step back and consider strategic fit. And if I can help you unleash the power of strategic fit on your company, I’d love to start a conversation.
Unlock Your Full Potential: Doing the Work to Step into Your Power
Key values for nurturing your team while striving for growth.
Stepping into your power as a leader isn’t about waiting for the right moment to strike. It’s about being proactive – doing the work, every single day, to claim the confidence and authority that leadership demands.
One of the broader themes of my approach to coaching C-suite executives – and a theme throughout my book, It’s On You – is that leadership is earned through self-awareness and an unwavering commitment to growth. Pun intended: it really is on you to do the work required to reach your potential as a leader!
As I write about in the chapter of my book called “Doing the Work to Step into Your Power,” there are values critical to every one of us realizing our potential. When I served as CEO of Tipperary Sales, I always found myself harkening back to these seven values when I needed to assure myself that I can both nurture the people on my team and strive to continuously grow:
Discipline: In business, attaining your collective potential requires strategy and steadfast dedication to doing your absolute best, no matter what every day holds.
Stepping into your potential and serving others in realizing theirs requires that you have accomplishments to fuel your quest. Look back at what you and your team have already overcome and achieved.
It is very difficult to reach a target that isn’t clearly set in your mind’s eye.
Belief in yourself, your team, and your mission is critical to progress. This means being able to visualize the successful completion of the initiative and fulfillment of the target you had in your mind’s eye.
Reaching for your potential necessitates that you continue to move forward with an attitude of believing you are going to get through it.
Critical thinking is vital, but be prepared to adjust in the moment. Doing so helps you form situational awareness and see other potential avenues to success.
Imminent obstacles are sure to appear along the way, but you can still make the space and time to allow creativity into the problem- solving equation.
It is imperative that you are aware of, care about, and have empathy for the people and issues facing your organization each and every day.
Leadership is a responsibility, and it’s on you to show up, own your impact, and continuously push yourself to grow.
Don’t wait for it. Start today… and as always, reach out if you think I can help guide you.
The Critical Business Application of Critical Thinking
Building critical thinking and problem-solving skills is a crucial part of a successful business.
The concept of critical thinking does not always get the attention it deserves, especially in active business assessment and development, and a recent article about the Secret Service magnified this thought for me.
In Stefania Palma’s Financial Times article titled “US Secret Service needs new leadership after attempt on Donald Trump’s life, review finds,” she referenced the 52-page Secret Service report on the attempted assassination, which said that a “troubling lack of critical thinking,” as well as a lack of “cohesion” with others in the law enforcement community was the cause. As you can gather from the article’s title, there is a lot riding on the ability to think critically, and not just for the Secret Service.
This immediately caught my eye and gave me pause as I think about the pivotal moments and decisions business leaders make day after day. As we problem-solve issues, we easily delve into surface considerations regarding timing or team members, but do we sincerely develop and encourage deep critical thinking for ourselves and our companies? And more importantly, do we teach the value of thinking critically to our teams? Critical thinking is about knowing the most effective questions to ask. It sounds simple enough, but developing better questions requires sitting still, digging deeper, and using our imaginations in a mature and beneficial fashion.
When we go about looking at issues to deconstruct, we tend to use our own biases and prejudices to quickly sum up situations – and to size up the people who have created these situations. We also lean heavily on instinct, which, as a rule, is sensible, but when relied upon too frequently – without giving ourselves time to objectively think through situations – instinct alone can lead to too many surface decisions. Sometimes, in the heat of battle, we must make certain decisions quickly, and in business, it is essential to take more time to thoughtfully consider exactly how we process higher-level or consistent challenges, as they oftentimes can impact culture.
The Foundation for Critical Thinking, a non-profit organization, (who knew?!) conceptualizes critical thinking as “…self-guided, self-disciplined thinking which attempts to reason at the highest level of quality in a fair-minded way.” The concept itself is very deep indeed, which is wonderful, and for our specific needs as business leaders, critical thinking is essential to ensure we are giving decisions their proper analysis.
There are a few general exercises to use to increase our critical thinking muscles, but one of the simplest and easiest is to just…read. Read all types of content, from many different points of interest and views. Read fiction. Read non-fiction. Read history. Read as many global newspapers as you can find. As you read, consider what you are reading, how you would solve the problem(s) facing the main characters, and why. Consider the situations found in the subjects and find parallels to your own challenges. A powerful question to ask as you are reading and considering both your challenges and the challenges in the stories is, “If they could do anything, what would they do?” Meaning, if the main character had every resource at their disposal, how would they solve the problem? Granted, some fiction is designed to take us down long roads to create drama, but you can still use this exercise to strengthen your critical thinking. Reading as a whole gives our brain great exercise, and sometimes reading something we aren’t accustomed to can be even more beneficial. Plus, reading increases our vocabulary, which is always a positive outcome.
As with all things worthy of our consideration, committing to a post-mortem provides great opportunity for constant improvement. Keeping a simple record of dilemmas we face, the decisions we made to correct them, and what the ultimate outcome was (successful or not) will give us a score to assess our critical thinking. Once scored, deconstructing the successes and failures can lead to a more insightful approach to overcoming obstacles, and grabbing the success that becomes rightly ours. It also becomes a road map to see just how brilliant your new problem-solving skills have become, and allows you to celebrate with your team their new superpowers of critical thinking.
You Are Growing, and the Growth Never Stops
A sneak peek from my new book, It’s On You, about being a lifelong learner.
In the spirit of the holiday season, I’d like to offer up a little gift this week: a sneak peek from my new book, It’s On You. It comes from the chapter titled, “Dedicate Yourself to Being a Lifelong Learner.”
Wherever the roads of leadership take you, it’s critical to maintain awareness of who you are and where you are at all points in the journey. As I share in the book and as I take further with CEOs, leaders, and aspiring leaders in one-on-one coaching sessions, here are some strategies you can implement to become a true lifelong learner and leader:
1. Remain True to You: A big part of the growth journey means wholly recognizing what you will bring to the role that will be beneficial to others and to you. Be real about what is and isn’t going right at this moment, and about where you want to go. Stay open to growing and sharpening your leadership on an ongoing basis.
2. Try Things On: Along your journey to leadership, finding your way may take trial and error. In those trial periods, you will intuit the things that are a good fit for you – the things that are part of your calling – and those that are not. Like changing gears on a bicycle, once you find the right mode, you’ll quickly hit your stride.
3. Have Something to Fall Back On: Not every idea is great. Not every idea is going to work. But every idea that comes into your mind is valid. As CEO, I always had this “other notebook” to write down what I think I know and the things I think will work. This notebook became that something I could fall back on as I encountered new experiences and situations as CEO. Reviewing your notes can prompt you to remember the emotional imprint that a certain situation or interaction had on you.
4. Review the Big Decisions: Messes are going to happen, and there is no shame in redirection, though a smart next step is always analysis. To unpack what occurred and figure out why it didn’t work, I recommend an After Action Review (AAR) based on four key questions:
• What was expected to happen?
• What actually occurred?
• What went well, and why?
• What can be improved, and how?
My final thought on this: being a lifelong learner requires living in a state of wonder. Push yourself to learn new things daily, because opportunities for discovery exist everywhere. It’s On You – and reach out if you need me to give you a little push first.
If You Can Dream It, Be It!
I wrote It’s On You because I couldn’t find a guide that addressed the human elements and self-awareness needed to navigate the twists and turns of leadership.
Over the past few months, one of the most frequent questions that people have asked me about my upcoming book is: Why did you write it?
It’s simple: I wrote It’s On You because in my journey up the ladder into greater leadership roles and eventually to CEO, I could never seem to find exactly the right book to inform me of the myriad ways I felt influenced – or could influence – as a leader. I never found one that addressed all the elements of what it meant to be human and to navigate the constant twists, turns, and questioning of my leadership potential.
Without factoring in the unexpected daily bumps and the human elements that remain very real in business, any clear-cut direction can quickly turn into a one-way ticket to nowhere. For me, it was only when I went into the silence of my thoughts and self that I discovered the puzzle pieces I sought. And as many of the greats have said: once you learn, teach.
And so, I decided to write the type of guidebook I always dreamed of having. The hope is that it offers what CEOs, leaders, or aspiring leaders have been seeking to help them become stronger – and, ultimately, toward leading a better organization.
So, when It’s On You becomes available on Feb. 5, I hope it provides you with a fresh perspective on how to build the vital self-awareness needed to discover the true potential inside you. My hope is, it will become the book that you’ve always been searching for!
This is Your Launch Point
Embarking on the path to authentic leadership is not a straight line from Point A to Point B, but a dynamic journey that unfolds each day as you move from “here” to “there.”
I have a question for you: What are you doing today to become a better CEO? The answer to the question is not as straightforward as it might seem on the surface.
One vital observation I’ve made through my leadership journey, and that I continue to realize is true for the many leaders and aspiring leaders I collaborate with as an executive coach, is that becoming an authentic leader is never about going from Point A to Point B… and then C, D, E and beyond. Nor should it be. It’s not a straight, clear and easy path forward. Instead, it’s about having a launch point and then using each day as an opportunity to get from “here” to “there.”
In the forward to my forthcoming book (wow, just three weeks until my book’s launch point!), It’s On You, I talk about the nonlinear path that is often a hallmark of the journey toward success as a leader. On a given day, you may take one step forward but three steps back. Those sorts of days (hopefully rare) can cause self-doubt and lead you to question your leadership potential. But every evolving success story begins with a strategic launch point. Think about where you want to be, and what you plan to do about it. What is your launch point? What is your next step?
The truth is, you are given permission to not know all the answers, but you also need to have the courage to realize there is more that you are capable of becoming. The way I’ve always looked at it – a guide that works for me and that I’m confident will work for you – is that the journey toward success and satisfaction as a leader flows through three phases:
Showing Up: have awareness of yourself, your differences, your “State of Being,” and how you are being received.
Stepping into Your Potential: do the required work to define the unique behaviors that will help you step into your power.
Shaping a Road Map for Continued Success: there will be unexpected challenges and indirect paths, but when you learn to navigate the journey with grace, you’ll move ever closer to the realization of your ultimate potential.
Remember, there is no simple plan to follow for how to run your company. There’s no manual to show you exactly how to find success as a leader. As I say in the book’s forward, “the fulfillment of your potential requires a stair-step journey of building self-awareness.”
I’ll leave you with this today: regardless of where you are in your leadership right now, think about your launch point. Spend a few moments every day conceptualizing what success looks like for you. Dedicate yourself to the journey from “here” to “there.” I know it will be a fulfilling ride.
Put me in, Coach!
Transitioning from CEO to executive coach has reinforced that coaching has always been central to my leadership style.
I’m quickly getting used to this new title. Here’s why: since making the transition from CEO to executive coach a year ago, I’ve realized that coaching, so to speak, has always been at the core of my approach to leading; I just rarely thought of it as “coaching” while I was running a company and navigating its day-to-day needs, ever-evolving priorities and long-term strategic planning.
But executive coaching comes naturally to me. I think about what one of the vice presidents at Tipperary Sales, Inc, the family business where I served as president and CEO for nine years, once said:
“One of the biggest impacts Martha has had on me personally and professionally has been the encouragement to learn more, to grow professionally, to look at myself from within, and to take ownership without fear of retribution or humiliation.”
What pleases me most about that testimonial is that I helped this executive discover her authenticity as a leader. She looked at herself from within: by digging a little deeper, she recognized who she is as a leader, and how that impacts her team members and the state of her entire company. And by taking ownership without fear of retribution or humiliation, she became more confident and more courageous. She became more authentic.
Believe me, I’m not here to take the credit for her evolution as a leader. She trusted me to help guide her and create a safe place for her to be vulnerable and lean into her growth. As was the case when I was a CEO guiding senior-level executives, what matters most to me when I begin to engage with new clients in my executive coaching practice is that they are curious and recognize there is something holding them back from reaching their full potential as a leader, and they look for help. It’s humbling to know that I’ve contributed to the leadership growth of many people who worked with me, or who now call me “coach.” They did – and continue to do – the hard work; my role is to encourage and empower them.
Maybe this resonates with you, or with a fellow leader or CEO. Maybe you’re seeking more out of your personal or professional life. Maybe you know you have what it takes to lead at the highest level, but you need some guidance getting there. You have the want to but you need the how.
If you’re new to the concept of executive coaching and you’re open to learning more about my approach, I’d love to connect with you. In fact, I offer complimentary 15-minute discovery calls (you can book one now if you’d like).
Perhaps soon you’ll be calling me “Coach Martha.”
Building the Team that You Deserve
Learn more about leadership and accountability and how they contribute to effective teambuilding.
As a leader, what resonates more with you – sharing the credit for a success or taking the responsibility for a failure? While we’d all love to claim every victory, leadership means making sure your team owns those victories. More importantly, while no one is eager to take the fall for a loss, leadership is about not passing the burden of blame onto your team.
This can be one of the most challenging ideas for new leaders to accept. As I write in my new book, It’s On You: Both aspects of this failures-and-victories concept force us to really examine our egos so that we can give our teams the kudos for the win. Then we must give ourselves the focus to unpack the failures and shepherd them into the next wins, which will once again go to the team.
Every element of your role as a leader revolves around how you show up for your team every day. Which begs the question: do you have the team you deserve, the team you desire to show up for every day? Never forget that you have the opportunity to shape the team – and the success – that you deserve:
You get to decide what you want your culture to look like, feel like and work like
You get to decide who joins your company
You can create the hiring protocol to find those team members
You have the opportunity to build teams that are stoked and satisfied
You have the opportunity to empower your team members to do their jobs brilliantly and operate with higher levels of performance and personal satisfaction.
It really is on you – when you connect the dots between who you are, how you’re showing up for your team, and what is happening with your team every day, it opens the door to being all you can be as a leader. From there, you’re well-positioned to create a happy and fulfilled team and to be a leader who takes ownership for the team’s growth. You’ll be proud to share the credit for your team’s wins, and you’ll earn more respect from your team when you take responsibility for the losses.
I write about this extensively in the chapter of my book called “We Get the Teams We Deserve.” I hope you’ll consider reading the book (it just launched yesterday!) to learn more about building the team that you deserve.
Run Swiftly Toward the Silence
Learn more about how silence can help you manage through daily challenges and unforeseen circumstances.
“Silence is golden” is an idiom we’ve all probably said or heard plenty in our lives. Maybe we rolled our eyes when our parents uttered that phrase as a kinder way to say, “Quiet down!” But when it comes to our leadership journeys, I’m here to tell you (not as a parent, but as an executive coach) that silence can most definitely be golden.
Let me explain.
In my new book, It’s On You, I write about how career aspirations often revolve around business results. We frequently envision desired results and proceed from there. “But fewer people will talk about the actions or behavior required to get the results they want, and fewer yet will talk about self-awareness, or what I call their State of Being, and what is required from within to elicit the behavior that will get the results.” That’s part of the message in the chapter of my book titled “Go Where the Silence Is.”
Silence can become one of your biggest allies, especially when you’re knee-deep in daily challenges, the constant hustle of business, and unforeseen circumstances that require your immediate attention.
When you go within yourself – into the silence – you fully expand your growth and define the direction of your success. It’s there that you realize your leadership potential, find the words not yet spoken, the questions waiting to be asked, and the puzzle pieces awaiting discovery.
Quick story about a leader who focused on self-awareness and changing his own “State of Being”…
Hubert Joly took over as CEO of Best Buy in 2012 – an outsider tasked with turning the company around amidst the threat of Amazon. He chose to become aware of his company, people, competition, and himself at the deepest levels. What he didn’t know, he learned; he put himself directly on the floor of Best Buy stores. To stay afloat, the team, including Joly, needed to realize the real needs of its customers, and deliver. Within four years, a turnaround was complete. It’s because he changed the ”State of Being” for himself first, then for the company.
Joly quickly became one of my personal heroes.
Run swiftly toward the silence, my friends! Embrace it, be introspective, and think about leadership through the lens of who you want to be, not what you want to do or have. You’ll find all the elements that will allow you to execute at the highest level with the teams you lead. From there, the desired results will come.
And I’m here to help for those that want guidance to put this into action.
Actions First, and Results Will Follow
Do you begin with the right actions and behaviors? Learn more about how you can improve your leadership style.
In one of my recent blog posts, I discussed the notion that your desired results will come if you first focus on the actions or behaviors required to get those results. Most people tend to start with the desired results they want – in their career or in their life – and drive forward from there. Not enough people start with the necessary actions or behaviors.
But it’s one of the most crucial concepts I discuss when I meet a new client at Martha Brown Executive Coaching.
Executive coaching – in my view – is about fulfilling your potential. It’s for leaders; aspiring leaders; those seeking success; and really anyone who wants more out of their career.
Since launching my practice, and in my years as the CEO of Tipperary Sales, Inc., I’ve been fortunate to gain the trust of many folks who want to dig deeper and have felt that I could help them fuel their curiosity and turn their fervent desire for growth into action. The action turns into results.
Instead of going on any further about executive coaching, I thought I’d share two testimonials from individuals I have coached:
“Martha is a daring leader herself, and she has inspired me to take risks and embrace new challenges. She has helped me to see the value in owning my position and believe in myself as second generation, female CEO in a family-owned business. A true champion of my professional growth, her unwavering belief in me has given me the confidence to step outside of my comfort zone and pursue my goals with enthusiasm and determination.”
Hazel Lee, CEO and Partner, United Maintenance Corporation
“You can always count on Martha to bring her A-game with every interaction, which really caused me to make sure that I was bringing my best as well. She elevates others by being present, genuine, direct, caring, insightful, intellectual, funny, humble, curious and thoughtful to name a few of her qualities. Martha provided THE model for how I would like to evolve as both a leader and a human being.”
Patric S. Zimmer, President and Founder, Maxis Advisors
Maybe you’ve been thinking about connecting with a coach and those testimonials have inspired you. If that’s the case, please reach out. We can start with a complimentary 15-minute discovery calls (you can book one here). Let’s explore together.
Embrace Succession Planning as a New Beginning
Succession planning, when embraced with humility and foresight, not only ensures the seamless continuation of company success but also empowers your successor and team for a brilliant future.
Of all the interesting topics in business leadership and operations, succession planning is one that many leaders defer, simply because it isn’t too exciting. Who wants to think about not being in charge anymore or having someone else take the reins after you’ve poured yourself into creating a successful company or department?
I challenge you to embrace the concept of succession planning and understand how, when paired with our own humility and insights, it can make all the difference to your company’s success, the success of your replacement and teams, and your own peaceful transition into your next gear.
I challenge you to look at succession not as an end but as a beginning.
Remember how you felt when you were offered a shot at the top spot, and what you did with what was given? Now, consider how much better you can make that transition for the next person, who is about to receive some great news: that you believe in them! Succession planning is as crucial for the new recruit taking your place as it is for you. Let’s explore two critical steps to create a solid foundation for all involved.
Activate your leadership team in the overall considerations and communications: Change is exhilarating in the best of times and terrifying in the worst of times. As humans living life, we can regularly be moving from those two extremes at any given moment. Be transparent about your replacement choices and keep the communication flowing between you and your team. Ask their thoughts and review with them their plans for training their department to adapt to the new leader. Stay open to your team’s questions, and listen between the lines, knowing that what you all work on to prepare the new leader for success will make all the difference in the long run. Remember, integrated people and plans create less stress and more trust; the more your team is included in the process, the better the results for everyone. Don’t think alone.
Train, train, train, and follow-up: One thing CEOs do really well is talk. You can talk to your new recruit and take them with you on site visits, dinners, trade shows, vendor meetings, etc., to show the way, but they need to know the way. No talking in the world takes the place of good, old-fashioned training. Every leader transitioning to a new role learns at their own pace, so ensure the schedule has enough time for this recruit to experience both the walk and the talk. After they have digested one department’s training, spend time with them for critical downloads and questions; they must see and feel your unfettered support and that of your teams. Think of yourself now more as their wingman or shepherd for their success.
Endings mean new beginnings. Take time to thoughtfully ponder the opportunity before you and your company and invest in both their future and yours. Keep being brilliant!
Creativity: The Hidden Game-Changer in Business
Learn more about how creativity can help you be a more effective leader.
If you feel putting your creative juices into overdrive as a business leader is risky, I have an important message for you: business is risky at its core! We all have the ability to be creative, so why not tap into that creativity to become more effective business leaders?
Allow me to explain a bit further.
You may not even realize it, given all the skills you have learned, honed, and perhaps even perfected over the course of your career, but to reach any level of success, you can consider yourself a creative person. After all, if you’ve ever effectively problem solved, I am here to officially declare you a creative person!
In my new book, It’s On You, I wrote about how leaders are constantly employing creativity as they identify new ways to achieve results: “When you become aware of how many times you’ve successfully solved problems in a twenty-four-hour period, you start to rethink what creativity can be. You also start to see its importance in your daily decision-making and goal setting, as well as in your efforts to overcome obstacles. You then give creativity greater value and allow it the breathing room it requires to grow into a bigger, more influential role in your daily business.”
I learned a lot about the intersection of creativity and business pragmatics from Cathy Anderson, my creativity class teacher when I pursued my Executive MBA. With a background in writing mysteries and practicing law – clearly fluent in using both sides of the brain! – Cathy taught my classmates and me about journaling and going on long “rambles” to gain fresh, creative perspectives.
But I get it – this is all easier said than done. In the midst of the daily grind of business life, how are we supposed to infuse creativity? How do I figure out when and where to do that? There are two pointers that I offer up in the chapter of my book called “Allow Business to Become More Creative”:
Think critically about creativity. We don’t have the luxury of limitless time, especially with constant deadlines. Critical thinking can help integrate creativity, but it’s important to provide yourself with some guardrails; for example, schedule an hour to go for a walk and be creatively thinking up potential solutions to smaller problems.
Find a place where you feel inspired: What is that place for you where new ideas just seem to pop up? For some, it’s in the shower; for others, it’s on a long drive, or when strolling through a museum. Take the time to discover which places or occasions work best for you, and go there often.
Being creative is part of being human. Sometimes, we just need that push to allow ourselves to “go there” and tap into the creativity. If I can help spark those creative juices, please send me a message and we can connect.
Building Compassionate Bonds Through Mentorship
Learn more about the history of mentorship and how these relationships help us grow.
January is National Mentoring Month, so it’s an opportune time to discuss why I believe a mentor is one of the most crucial relationships at any stage of our personal or professional journeys.
Mentoring has a long and interesting history. The term originated with Homer creating the character Mentor, who was placed in charge of teaching Odysseus’ son while Odysseus went off to fight in the Trojan War. Our ability to be both mentee and mentor is enriching and critical. These relationships not only help us grow but also feel less alone as we take on what some days seem like insurmountable challenges in life and work.
Mentors provide safe spaces to allow us to be seen, heard, and appreciated – and also pushed! It’s a beautiful symbiosis that is equal parts compassionate fellow traveler on the road of life and expectant high-achieving coach on the field of play. Our ability to recognize that we don’t know everything and be willing to place ourselves in a mentor’s trusted hands vulnerably makes the difference between choosing tepid mediocrity for our lives or pushing into greater realms of our growth and development.
I once met a man who refrained from joining a professional peer advisory board group. He said simply that he “didn’t like people telling him what to do.” I admired his ability to speak frankly, but also felt sorry that he would limit himself to his own guidance and expect his company to benefit solely from that.
I get it; it’s tough as a professional to put ourselves in the seat opposite someone else and hear them tell us what we don’t know…or should know! Being humble is a great start to allowing the lessons of a fellow traveler to influence our success. And our ability to help others up and along their journeys by being a mentor keeps the goodness rolling forward in the best of ways.
I’ve had several mentors in my life; two have been especially critical in helping me grow personally and professionally. My brother, Byron, taught me many lessons that were critical to my development as an entrepreneur and business professional. He was able to tie present situations to experiences related to his own growth. He also showed me how obstacles created opportunities. He helped me mine my own determination to push through tough times into success and gave me room to run with things for which I was naturally suited.
My friend and spiritual director Lynn Anderson was another mentor who helped me cultivate my faith and stood beside me during times of great transition in my life. The lessons she taught me, not just by telling but also by showing, helped me go deeper into my own spirituality and cultivate a connection with the Divine that I perpetuate today.
I’ve seen several mentions in the media recently about isolation and loneliness at work, and in life in general. The mentor relationship can counter that. It creates warm bonds of humanity that are critical not just to growth but also to discovering light when we find ourselves in a dark corner.
My advice: take time today to consider the impact of mentors you’ve had in your life, and how you can be both mentor and mentee to help grow compassionate bonds with our fellow humans.
Be brave and brilliant today!
A Roadmap to Successful “Carefrontational” Conversations
Tips for having tough workplace discussions by leading with empathy and compassion.
Taking on tough conversations is simply part of life as a CEO. To have a healthy company with a strong culture, you’ll need to clean up a mess or navigate a difficult situation by having a challenging workplace discussion every so often – and maybe more often than you’d like.
The ability to lead these hard conversations effectively is what makes the difference between a good CEO and a great CEO.
One way to approach them is to focus more on care and empathy, less on confrontation. I like to think of them as “carefrontational” conversations. I’m not here to say these conversations will be easy, but it’s possible to make them more productive and supportive when they come from a basis of compassion.
Before your next difficult conversation as a leader, first take a deep breath and then consider these tips:
Think about the other person: Be honest and direct, and consider their needs, concerns, and emotions. Putting yourself in the other person’s shoes allows for greater empathy and also enables you to get more feedback – both verbal and non-verbal.
Address what needs to be addressed: You’ll be able to start fixing issues within your team if you’re open to addressing deficiencies head-on. But also remember not to rush it – sometimes you can give situations some space and time to work themselves out.
Keep refilling your empathy well: In order to go into your day (and into these tough conversations) with empathy and care, you need to take care of yourself and emotionally recharge. If you don’t refill your empathy well, situations will start to unravel even further.
Let hiring be an opportunity: If a hard conversation entails dismissing an employee, deliver the message with care, and then use the moment as a chance to assess the dynamics of the impacted team or department. Move on, learn from it, and hire someone who can make your company better.
I encourage you to check out my book, It’s On You, which launched last month. In the section “Leading With Care,” I write more in depth about these tips and why it’s vital to have an empathetic approach to tough convos. It’s not always easy, but if you’re willing to prioritize the hard talks, it will pay off with a healthier culture.