The Legacy of the Cosmic Architect delights the hearts and minds of those who behold this great work of the universe. As we let loose our ever expanding imaginations, we can see the chariots race through the colosseum to enjoy the dance of Infinity. —RLN
Management Coaching
Building the Project Management Advisory Group: Building the Management Advisory Group For Success
Managing Bias in New Product Development: The Blindness of Certainty Part One
Managing Bias in New Product Development: The Value of Evidenced-Based Insight Part Two
The Art of Enabling the Values and Beliefs of Project Teams: Uncovering Personal Values and Beliefs for Project Success
Describing a New Product: Mastering the Characteristics of New Product Development to Manage a Changing Competitive Environment
Leveraging Reflections from the Problem of Performance: Understanding the Challenges that Make Performance a Problem in Need of an Applied Intuitive Solution (AIS)
Reconstructed Leadership Part One: Adventures in Paleo-Leadership
Final Review for the Charter Management Series: No Charter, No Authority to Change
Final Review for the Charter Management Series: No Charter, No Authority to Change, Third Edition
Final Review for Establishing the Executive Agenda Series: Mastering the Art of Executive Thinking and Executive Action, Fourth Edition
Reflections on the Problem of Performance: Excerpts from Ulthule™ Leadership
Using the Charter to Clarify the Conduct of Teams
Emotional Intelligence Requires Emotional Understanding
Going to the Core
Setting New Directions
Understanding Emotions to Lead People to Change
Understanding the Emotions that Can Lead People to Change
The National Certification Council for Coaching Professionals NCCCP
Achieving Success through the Planning of Great Timing
Planning and Scenario Setting Give Different Results
Rationale for Preparing the Charter: Leveraging the Charter to Master Organization Change
Building a Strategic Alliance to Launch the SMI Internet Oriented Education Program
Understanding the SMI Executive Briefing
Using the PIM to Manage Business Partner Relationships: Building Great Business Relationships for Improved Project Success
Mastering the Newkirk Group Mentoring Planning Process
Using the Project Initiation Methodology to Manage Business Partner Relationships: Building Great Business Relationships for Improved Project Success Part One
Using the Project Initiation Methodology to Manage Business Partner Relationships: Building Great Business Relationships for Improved Project Success Part Two
Employing the PIM to Enable the Values & Beliefs of Project Teams:: Values & Beliefs are Intrinsically Linked
Leverage The Impact of Agency Theory On Team Morale
Enhance My Team’s Sense of Purpose and Meaning to Reduce the Undisciplined Individualism Inherent in Agency Theory
Raising the Motivational Levels of Team Members
Enable Team Members to Enjoy Independence, Freedom, and Discretionary Time
Respect the Boundaries Demanded by Coaching and Consulting Success
Using the Charter to Clarify the Conduct of Teams: A Team Without a Charter is a Mob.
Participate in Humanizing the Interview Process
Use the Humanizing Process to Develop a Framework for the Written Acceptance/Employment Contract
Negotiate Penalties for Any Material Misrepresentations About the Position
Negotiate Penalties for Misrepresentations About the Position
Common Organization Performance Models: Continuous Performance Management Requires High Performance Organizations
Understanding Workplace Assessment
Using the Agenda Concept to Work Successfully with Executives: Leveraging Executive Relationships for Sustained Success
Using the Charter to Certify Operational Principles: Leveraging the Charter to Improve Organization Performance
Management Coaching Seminars
Building Effective Business Relationships
Designing Your IPO Success Path
Critical Steps to Establishing a Corporate Spinoff
Management Effectiveness Analysis
Executive Information Systems
Leadership Effectiveness Analysis
Metamethodology Design, The Foundation for Tomorrow
Establishing the Client Server Environment
Program Management in Client Server Computing (four seminar series
Developing Your Business Continuity Plan
Software Development Productivity
Computer Operations Management in the 1990s and Beyond
The Hypergrowth/IT Workshop
The Disruption Model of Strategic Planning
Redesigning the Corporation as a Cluster Organization
Design of Workflow Systems
Integrating Human Resources Planning with the I/T Strategic Plan
The Strategic Implementation of Client/Server Computing
Designing the Corporate Human Resources Information System
Establishing the Business Continuity Organization
Total Quality Management & ISO 9000
Testing, Validation, & Verification of Software
Quality Assurance & Control
Quality Assurance & Control
Implementing Software QA & QC
Establishing Change Control & Configuration Management
Enterprise Architecture Planning & Design
Developing Your Corporate Business & Systems Plan
Designing & Conducting Computer Performance Evaluations
The Design of Executive Information Systems
Security for Distributed Information Systems
The Capacity Management of Computer Systems
Ten Steps to Becoming a Technical Leader
The Design of Global Communications Networks Using the Distributed Access Model
Cybernetics, Living Systems Theory, & Organizational Behavior
Crafting the Electronic Commerce Vision
Management Coaching Skills Seminars
1.0 Critical Success Models for Effective Innovation & Change
Management coaches are expected to be expert at mobilizing innovation and changes as one aspect of their coaching efforts. Many of them do not know how to mobilize innovation even when they attempt to change the situations of their team members. This Module presents several models that enable management coaches to master the soft-skill of human capital mobilization. Coaches lacking this skill cannot be effective innovators or change masters.
2.0 Mastering the Psychological Fundamentals of High-Impact Leadership
Leadership is one of those topics generates a lot of books and articles. It seems that everyone talks about it. Many people even consider themselves leaders, even natural born leaders. A survey of the books about Leadership identifies literally hundreds of traits that leaders possess, from solving every imaginable type of problem to being supernaturally humble. Think of it and someone has written about it. This Module removes you from the salad of ideologies to clear the air and open new avenues of consideration about the essential nature of Leadership and its psychological fundamentals. Did you know that a person can learn to determine the Leadership capabilities of any individual in less than 10 minutes? It is easy, takes only a little work, and is correct about 100% of the time.
3.0 Identifying the Organization-Human Systems Continuum for Coaching
Coaching people in teams and organizations requires a certain perspective about human activity systems. Human activity systems are purpose driven systems in which the components are human beings. These are quite different from the contrived systems or mechanical systems that are artifacts of human systems. This Module examines the organization continuum and its impact on the design of coaching strategies. Since coaching must be appropriate to the organization type to be valid, this Module enables management coaches to design effective strategies that attain effective results.
4.0 Initiating the Motivation Design Process for Coaching Success
Motivation is a popular term for emotionally charged interest or desire. Strangely everyone talks about it, but no one knows how to measure it. Basically motivation is just another word for performance. Highly motivated people are those who perform very well. So we can measure performance and then infer motivation. This Module explores the link between coaching, motivation, and high performance behavior. It also provides a process that enables coaches to enhance the behavior of their team members by raising the emotional interest levels within the targeted environment.
5.0 Building the Core Competencies of Successful People
Successful individuals are different from unsuccessful people because of the visions they live, the things they do, the commitments they makes, and the discipline they exercise. Successful people attack challenges very differently than unsuccessful people. They have mastered an entirely different t set of core competencies. This Module examines these core competencies and provides insights into the actions required to develop these core competencies for oneself to facilitate the journey to personal success.
6.0 Leveraging the Value of Resonance to Achieving Coaching Cooperation
Resonance is another one of those words that has a deep impact on management coaching. A high-impact management coach can easily tell when situations resonant with expectations. This Module examines the problem of coaching resonance and offers valuable insight on how to leverage this state to achieve the cooperation of team member during a coaching intervention.
7.0 Using Management Coaching to Clarify the Minds of Managers and Team Members
The coaching process impacts the thinking of managers and team members in many different ways. Occasionally everyone agrees about the issues being discussed during coaching, but most of the time such agreement is rarely enjoyed. This is both a good and bad thing for the coach and his or her team member. Misunderstandings are a part of the coaching process and do occur more than they should. This Module discusses how managers can employ coaching to reduce misunderstandings between coaches and their team members by clarifying everyone’s thinking experience.
8.0 Using Management Coaching to Master the Beliefs & Values Continuum
Beliefs and values are linked so closely that they may seem identical. However, this is only how things seem. In reality a continuum exists in which the link between beliefs and values can be identified, managed, and even changed to change either beliefs or values. This Module explores the beliefs and values continuum and discusses how management coaches may employ this concept to improve the performance of their team by enhancing their values.
9.0 Using Management Coaching to Ignite the Transformation of Team Performance
Team performance can degrade or improve gradually on its own. Many factors are involved in the outcomes that any team member may achieve. Knowledge, skill, experience, expertise, psychological maturity, habits, beliefs and values contribute to the outcomes of individual and team performance. Coaching commonly enhances individual and team performance by employing targeted problem solving. More rarely, though, management coaching can become the process through which teams and their individual members transform their performance by achieving desirable results in record fashion. This Module examines how management coaching can exponentially ignite such behavior in teams and their members. It presents a process designed to use such coaching to achieve performance so significant that the team becomes a radically different type of human system than it was before the coaching process commence.
Management Coaching Action Seminars
MCA-1: Coaching to Establish Shared Human Objectives
People find jobs, join organizations, and work with teams for many different reasons. Whatever these reasons may be, these reasons may not be what the manager would want. Everyone works for a particular organization for personal reasons often at odds with the wishes of the manager or corporation. With such diversity of desires, how does the manager ever establish shared human objectives? This Module explores how managers initiate targeted coaching interventions to establish shared human objectives.
MCA-2: Building Loyalty through Management Coaching
Loyalty is a very sacred human experience, and a rare one. Managers, themselves, are ambivalent about loyalty. They desire the loyalty of their team members, but they do not normally offer their loyalty to them. In organizations, management loyalty is usually a one-way street. This Module explores this situation and examines how coaching resolves this mess. Through the practice of management coaching, managers develop a more informed and reasonable perspective about loyalty and how to achieve the type of loyalty that everyone in the organization can enjoy.
MCA-3: Building Assertiveness through Management Coaching
Assertiveness is about being gentle and kind, not aggressive. Assertiveness is a behavior that implies power but is based on restraint and personal discipline. This Module assists managers in mastering the human skill of being assertive. It explores the concept of assertiveness and provides a roadmap for enabling everyone to become authentically assertive.
MCA-4: Building Team Prudence through Management Coaching
Prudence is the preferred virtual of a wide human being. This virtue is a clear sign of maturity and vision. Lacking prudence many people ruin their careers and complicate their lives. Imprudence spreads pain and suffering. An imprudent person lives a life that resembles feathers in the wind. Once you release them you cannot every recover them. They scatter and do their damage. This Module explores the virtue and necessity of prudence in organizations. It provides potent actions that enable every manger to build the prudence of their teams.
MCA-5: Building Communications Skills through Management Coaching
Communications is a two-way process. It is active, not passive. It requires attention to detail. Above all, communications requires refined and careful listening skills. The success of management coaching is directly proportional to the communications skills of the coach. In no small way, the coach has to overcome the deficiency in the listening skills of the team member involved in the coaching process. This Module explores the “nuts and bolts” of the communications requirements of management coaching. Here, you will develop more effective communications skills that energize the management coaching process. In this Module, management coaching becomes the process through which both parties enhance their communications skills.
MCA-6: Building Social Skills through Management Coaching
While the art of communications is the center of all social skills, the need to build strong social skills in management coaching broadens the requirements to refine a number of important management coaching soft-skills. This Module expands on the process of communications and explores the core social-skills that define management coaching success. Here you will build the social skills that make coaching success possible.
MCA-7: Building Generosity through Management Coaching
Selfish people make poor human beings. They make even poorer management coaches. The path to management coaching success crosses the valley of is in-depth and wise generosity. An important prerequisite to management coaching is the core value that people are not a means to anyone’s ends. They are ends in themselves. This Module enables management coaches to engage a coaching process that is derived from a more realistic perspective that builds good-will in the organization. Coaching energized by the perspective of generosity transforms the environment of coaching from a dreaded encounter with management to a partnership of opportunity.
MCA-8: Overcoming Irrational Guilt through Management Coaching
One of the side-effects of management coaching is that it often makes both the management coach and the team member feel badly about things in the past, such as missed opportunities to work better together and the need to become more effective. The recognition of these missed opportunities can occasionally lead either or both of the parties involved in the coaching process to become depressed, unhappy, and even suffer from pangs of guilt. In some cases, this may denigrate into a type of irrational guilt that freezes all progress and reduces the effectiveness of the coaching experience. This Module examines this problem and provides a path for neutralizing this potential by offering a brief but potent solution.
MCA-9: Building Self-Responsibility through Management Coaching
It is not money that makes the world go around. It is responsibility. The more responsibility a person gains, the more potent his or her life becomes. This is the theory about responsibility. But is it true? Certainly it is central to success. Here you will explore the roll and need for responsibility in the development of human growth and the attainment of life success. However, can responsibility become too much of a good thing? The secret to a good life is, of course, self-responsibility. This Module presents the potent actions that lead to an abundance of self-responsibility and discusses how to employ self-responsibility to counter the tendency to accept an unreasonable amount of external responsibility.
MCA-10: Improving Emotional Life through Management Coaching
Occasionally human life goes haywire and makes a wrong turn into emotional chaos. At times like these, management coaching can play a pivotal role in improving the quality of life of an individual as he or she learns how to work better in teams. This Module describes how management coaching can improve the emotional life of individuals as they learn to become more effective contributors to their teams.
MCA-11: Establishing Respect through Management Coaching
As an engaged manger, you can establish and enhance your professional reputation, and also build the respect that your team mates have for one another, by initiating targeted programs of management coaching. This Module provides potent actions that enable managers to employ coaching techniques that brings out the best in teams and establish w wider range of respect throughout the organization in particular and the corporate environment in general.
MCA-12: Acknowledging Faults through Management Coaching
In many ways, people remain child-like their entire lives. If they are lucky enough to do so, they will wake from their night’s sleep to greet each day with the renewed excitement and anticipation of their childhood innocence. For many of these people, it is so much easier to find the faults of others than to look into themselves to see how they may become better people. Facing one’s faults in adulthood is a daunting challenge not suitable for mere children. This requires a rare blend of courage, self-reflection, passion for truth, wisdom, and kind and caring feedback. Human faults do not occur in isolation, but arise in relationship with other persons. This Module considers the role of management coaching in acknowledging faults. It provides a process in which managers may employ coaching as an action lever through which team members may have a safe environment in which to see themselves more appropriately as members of an organization guided by certain operational expectations of performance.
MCA-13: Conquering Anger through Management Coaching
Anger is a permanent challenge in workplace teams. Managers, themselves, frequently forget their place in the organization and erupt in sporadic episodes of anger. Anger is a perennial problem in work relationships where frustration is a permanent fixture of the organization. This Module presents a coaching approach of action that managers may adopt to conquer anger in themselves and their organizations.
MCA-14: Using Management Coaching to Raise Interest Levels
As long as there have been human beings, people have become bored. While some people become bored more easily than others, most people become bored more when they are down on themselves or indifferent to their own well-being. It is worth noting that only boring people become bored. This Module tells you how you can use management coaching to eliminate the boring indifference of your team members by raising their interest levels. Solving the problem of boredom is one of the simpler challenges faced by management coaching. This Module explains how this is so and shows you how to address the boredom of team members.
MCA-15: Using Management Coaching to Defuse Passive-Aggressive Behavior
Passive-aggressive behavior is quite common in organizations. This type of behavior challenges us more than we recognize because we mistakenly think it is something else. For example, a person may agree to do something for you but never do it. How do managers eliminate this terribly costly problem? This Module explains how managers may employ targeted coaching actions to defuse team members who revert to this frustrating behavior by provide a brief action plan for change.
MCA-16: Using Management Coaching to Overcome Continual Lateness
No matter what you do or day, some people come to work late, even at those critical times when promptness counts tremendously. So how can you deal with this problem once and for all without dismissing the team member? You can coach them out of it. This Module provides a brief but final plan of action that enables the management coach to overcome the problem of lateness. You will learn a brief but potent set of actions that will eliminate this problem quickly and in an enduring way.
MCA-17: Using Management Coaching to Overcome Prejudice
Prejudice is one of those words in which the words never and ever are fair to apply. Prejudice is truly a self-defeating behavior that places one in a self-imposed cell of isolation that is devoid of in-depth and noble visions. It is to be avoided without hesitation. It can come from the most unexpected places at the worst possible times and in the most critical situations. Prejudice in organizations where human beings are the target, or the subject, is never, ever acceptable. Period. Prejudice wounds the target and the perpetrator, always and diminishes the quality of human life as long as it continues to exist. This Module examines the use of management coaching in overcoming prejudice. It provides a potent plan of action for overcoming prejudice and eliminating the pain associated with it.
MCA-18: Employing Coaching to Build Team Commitment
Team commitment is an interesting challenge. One day you have it, the next day you do not. When it comes to teams nothing is certain most of the time. People change daily and teams change with them. This Module provides a few powerful action steps that when executed successfully will enable the manager to build team commitment by using an appropriate coaching process.
MCA-19: Motivating People through Targeted Management Coaching
Management coaching is a very broad activity of managers. It can be used in nearly every situation. It can even be used occasionally to create an environment in which team members may motivate themselves to improve their performance. Authentic motivation is self-motivation. This Module examines how a manger may use targeted coaching practices to encourage people to motivate themselves to enhance their own levels of performance.
MCA-20: Employing Management Coaching to Change Emotional States
When people are consistent in thought and action they achieve more, and they achieve more effectively. While changes in emotional states are to be expected, such changes may reduce the effectiveness of one’s workplace team. This Module explains how management coaching may be employed to change emotional states of team members to attain positive performance. Here you will receive an action program to quickly change the emotional states of team members to encourage improved results.
MCA-21: Using Management Coaching to Build Authentic Self-Esteem
It takes a special kind of coach to enable their team members to build the authentic self-esteem. While many people speak about the importance of self-esteem, few are able to describe authentic self-esteem, the kind of self-esteem that does not carry a hidden agenda that seeks self-centered results at the expense of team members. This Module explores the concept of authentic self-esteem and provides a brief action plan for using management coaching to build authentic self-esteem in team members.
MCA-22: Using Management Coaching to Eliminate the Self-Destruction of Team Members
Well balanced people do not seek the self-destruction of team members. Although people can be destructive, success requires better behavior. This Module provides guidance and an action plan for using management coaching to eliminate the self-destructive tendencies of team members. Since self-destruction is a significant problem for individuals on teams, this Module will assist managers charged with delivering difficult projects with uncooperative people.
MCA-23: Using Management Coaching to Defuse the Chronic Complainer
No one likes a complainer. The reduce productivity, delay meetings, cause employee turnover, increase operational costs, and generally reduce the positive experiences of the workplace. Complainers can be expensive. This Module explains how managers may use coaching to defuse chronic complainers in the organization and restore a sense of calm during difficult situations.
MCA-24: Using Management Coaching to Change Self-Image
Self-esteem is one thing, self-image is another. People with a low self-image can still function an apparently high level of self-esteem. This is because people can compartmentalize many aspects of the emotional lives. Even individuals with a poor self-image may still mobilize their emotional competencies well enough to accomplish significant undertakings. Self-image does not necessarily relate to self-efficacy. Many people think poorly of themselves and yet are able to accomplish a great day within the workplace because they know what to do in a given situation. People are complex. Although this may be the case for some people, it is still a better situation whenever people enjoy both an abundance of authentic self-esteem and a positive self-image. This Module provides an action program for using management coaching to build a positive self-image.
MCA-25: Applying Management Coaching to Energize Teams
Teams need information and energy to work smoothly. Occasionally, they can become over energized and get in their own way. Management coaching offers energy and information to ensure that team members get what they need when they need it. This Module examines how management coaching can increase, reduce, or balance the energy level of teams. This Module provides a brief action plan that enables managers to optimize team performance by managing the flows of information and energy in their teams.
MCA-26: Leveraging Management Consulting to Return to the Basics
Solid success in the workplace requires a mastery of the basic skills of human performance. Successful management coaching requires an in-depth mastery of these basics and the ability to reinforce them in all team members. What are the basics that management coaching should encourage and how does one leverage management coaching to return to them? This Module provides a plan that enables managers to answer these questions by leveraging their coaching skills to enhance team performance.
MCA-27: Using Management Coaching to Understand Your Client
Understanding one’s client is a complex business. How does anyone really understand anyone? It is a lifetime process just understanding oneself. Nevertheless, success in management coaching requires a more than casual understanding of one’s client. This Module provides a unique but powerful roadmap on how to use management coaching to truly understand your client without being unnecessarily invasive.
MCA-28: Using Management Coaching to Attain Client Trust & Confidence
Even after you have attained an in-depth understanding of your client and his or her expectations, you still need to attain your client’s trust and confidence. However, trust and confidence is transitory. You have it one week and you lose it the next. To be effective, management coaching requires managers to gain and keep the trust and confidence of their team members. This Module provides an action plan that enables managers to gain the trust and confidence of their teams by assisting them in consistently achieving and maintaining improved levels of performance.
MCA-29: Using Management Coaching to Master the Decision Making Process
Do you know that the difference between average performance and great performance is the quality of your decisions? Many people dislike making decisions. Other people put them off as long and as often as they can. Making decision can be daunting and making good decisions can be overwhelming. For these people, it is an unfortunate fact of life that human nature demands decision making from childhood to death. Being fully human requires the application of our decision making capacities. To be a potent being, every human being needs to master the decision making process. This Module provides a program that will enable you to use management coaching to enable your team members to master the decision making process. It may not make them great masters of decision making, this takes time and practice, but it will enable them to begin their journey of delivering better performance through better decisions. Through this Module, your team members will become fully capable of mastering the decision making process.
MCA-30: Using Management Coaching to Master the Art of Persuasion
Some people need to be convinced and others need to be persuaded. Managers should be insightful enough to recognize this difference in their teams. This Module provides guidance on the art of persuasion using an ethical framework of adult-to-adult communications. Here you will learn how to engage management coaching to master the art of persuasion in a responsible and ethical manner.
MCA-31: Using Management Coaching to Master the Action Levers of Change
Change is formidable. It is the central aspect of life. Nevertheless, many people do not like change, especially in their careers. Change is often unplanned, hectic, and painful. It is also the process through which we develop productive lives. Without change we get lost. This Module provides a management coaching approach which enables teams to master the action levers that ignite change in organizations.
MCA-32: Using Management Coaching to Clarify Executive Expectations
Occasionally managers need to be aware of the expectations of other people who may not ne their clients. These people often occupy executive positions in seemingly unrelated parts of the larger organization. This, of course, is a false and unrealistic view of corporate life. This Module provide a process for using management coaching to determine, manage, and satisfy the expectations of executives who are not your direct clients.
MCA-33: Using Management Coaching to Clarify Minds
It is important to know what you are thinking when you begin a new project or task. You need to focus your attention, target your actions, and clarify you mind. Your team members must do the same. “Excellent performance requires excellent concentration.” Ray Newkirk This Module guides you step-by-step along the process of using management coaching to clarify your mind and the minds of your team members. Here you have a brief but potent process that when engaged will assist you in clarifying the minds of your team members.
MCA-34: Using Management Coaching to Understanding Client Expectations
Even after you have attained an adequate understanding of your client, you still need to completely understand your client’s spoken and unspoken expectations. While many of the client’s expectations may be formally stated, some will remain buried in unexpressed intentions. This Module provides an approach that enables you to employ management coaching to understand the full range of client expectations and then address them in a professional manger.
Management Coaching Action Seminars
MCA-1: Coaching to Establish Shared Human Objectives
People find jobs, join organizations, and work with teams for many different reasons. Whatever these reasons may be, these reasons may not be what the manager would want. Everyone works for a particular organization for personal reasons often at odds with the wishes of the manager or corporation. With such diversity of desires, how does the manager ever establish shared human objectives? This Module explores how managers initiate targeted coaching interventions to establish shared human objectives.
MCA-2: Building Loyalty through Management Coaching
Loyalty is a very sacred human experience, and a rare one. Managers, themselves, are ambivalent about loyalty. They desire the loyalty of their team members, but they do not normally offer their loyalty to them. In organizations, management loyalty is usually a one-way street. This Module explores this situation and examines how coaching resolves this mess. Through the practice of management coaching, managers develop a more informed and reasonable perspective about loyalty and how to achieve the type of loyalty that everyone in the organization can enjoy.
MCA-3: Building Assertiveness through Management Coaching
Assertiveness is about being gentle and kind, not aggressive. Assertiveness is a behavior that implies power but is based on restraint and personal discipline. This Module assists managers in mastering the human skill of being assertive. It explores the concept of assertiveness and provides a roadmap for enabling everyone to become authentically assertive.
MCA-4: Building Team Prudence through Management Coaching
Prudence is the preferred virtual of a wide human being. This virtue is a clear sign of maturity and vision. Lacking prudence many people ruin their careers and complicate their lives. Imprudence spreads pain and suffering. An imprudent person lives a life that resembles feathers in the wind. Once you release them you cannot every recover them. They scatter and do their damage. This Module explores the virtue and necessity of prudence in organizations. It provides potent actions that enable every manger to build the prudence of their teams.
MCA-5: Building Communications Skills through Management Coaching
Communications is a two-way process. It is active, not passive. It requires attention to detail. Above all, communications requires refined and careful listening skills. The success of management coaching is directly proportional to the communications skills of the coach. In no small way, the coach has to overcome the deficiency in the listening skills of the team member involved in the coaching process. This Module explores the “nuts and bolts” of the communications requirements of management coaching. Here, you will develop more effective communications skills that energize the management coaching process. In this Module, management coaching becomes the process through which both parties enhance their communications skills.
MCA-6: Building Social Skills through Management Coaching
While the art of communications is the center of all social skills, the need to build strong social skills in management coaching broadens the requirements to refine a number of important management coaching soft-skills. This Module expands on the process of communications and explores the core social-skills that define management coaching success. Here you will build the social skills that make coaching success possible.
MCA-7: Building Generosity through Management Coaching
Selfish people make poor human beings. They make even poorer management coaches. The path to management coaching success crosses the valley of is in-depth and wise generosity. An important prerequisite to management coaching is the core value that people are not a means to anyone’s ends. They are ends in themselves. This Module enables management coaches to engage a coaching process that is derived from a more realistic perspective that builds good-will in the organization. Coaching energized by the perspective of generosity transforms the environment of coaching from a dreaded encounter with management to a partnership of opportunity.
MCA-8: Overcoming Irrational Guilt through Management Coaching
One of the side-effects of management coaching is that it often makes both the management coach and the team member feel badly about things in the past, such as missed opportunities to work better together and the need to become more effective. The recognition of these missed opportunities can occasionally lead either or both of the parties involved in the coaching process to become depressed, unhappy, and even suffer from pangs of guilt. In some cases, this may denigrate into a type of irrational guilt that freezes all progress and reduces the effectiveness of the coaching experience. This Module examines this problem and provides a path for neutralizing this potential by offering a brief but potent solution.
MCA-9: Building Self-Responsibility through Management Coaching
It is not money that makes the world go around. It is responsibility. The more responsibility a person gains, the more potent his or her life becomes. This is the theory about responsibility. But is it true? Certainly it is central to success. Here you will explore the roll and need for responsibility in the development of human growth and the attainment of life success. However, can responsibility become too much of a good thing? The secret to a good life is, of course, self-responsibility. This Module presents the potent actions that lead to an abundance of self-responsibility and discusses how to employ self-responsibility to counter the tendency to accept an unreasonable amount of external responsibility.
MCA-10: Improving Emotional Life through Management Coaching
Occasionally human life goes haywire and makes a wrong turn into emotional chaos. At times like these, management coaching can play a pivotal role in improving the quality of life of an individual as he or she learns how to work better in teams. This Module describes how management coaching can improve the emotional life of individuals as they learn to become more effective contributors to their teams.
MCA-11: Establishing Respect through Management Coaching
As an engaged manger, you can establish and enhance your professional reputation, and also build the respect that your team mates have for one another, by initiating targeted programs of management coaching. This Module provides potent actions that enable managers to employ coaching techniques that brings out the best in teams and establish w wider range of respect throughout the organization in particular and the corporate environment in general.
MCA-12: Acknowledging Faults through Management Coaching
In many ways, people remain child-like their entire lives. If they are lucky enough to do so, they will wake from their night’s sleep to greet each day with the renewed excitement and anticipation of their childhood innocence. For many of these people, it is so much easier to find the faults of others than to look into themselves to see how they may become better people. Facing one’s faults in adulthood is a daunting challenge not suitable for mere children. This requires a rare blend of courage, self-reflection, passion for truth, wisdom, and kind and caring feedback. Human faults do not occur in isolation, but arise in relationship with other persons. This Module considers the role of management coaching in acknowledging faults. It provides a process in which managers may employ coaching as an action lever through which team members may have a safe environment in which to see themselves more appropriately as members of an organization guided by certain operational expectations of performance.
MCA-13: Conquering Anger through Management Coaching
Anger is a permanent challenge in workplace teams. Managers, themselves, frequently forget their place in the organization and erupt in sporadic episodes of anger. Anger is a perennial problem in work relationships where frustration is a permanent fixture of the organization. This Module presents a coaching approach of action that managers may adopt to conquer anger in themselves and their organizations.
MCA-14: Using Management Coaching to Raise Interest Levels
As long as there have been human beings, people have become bored. While some people become bored more easily than others, most people become bored more when they are down on themselves or indifferent to their own well-being. It is worth noting that only boring people become bored. This Module tells you how you can use management coaching to eliminate the boring indifference of your team members by raising their interest levels. Solving the problem of boredom is one of the simpler challenges faced by management coaching. This Module explains how this is so and shows you how to address the boredom of team members.
MCA-15: Using Management Coaching to Defuse Passive-Aggressive Behavior
Passive-aggressive behavior is quite common in organizations. This type of behavior challenges us more than we recognize because we mistakenly think it is something else. For example, a person may agree to do something for you but never do it. How do managers eliminate this terribly costly problem? This Module explains how managers may employ targeted coaching actions to defuse team members who revert to this frustrating behavior by provide a brief action plan for change.
MCA-16: Using Management Coaching to Overcome Continual Lateness
No matter what you do or day, some people come to work late, even at those critical times when promptness counts tremendously. So how can you deal with this problem once and for all without dismissing the team member? You can coach them out of it. This Module provides a brief but final plan of action that enables the management coach to overcome the problem of lateness. You will learn a brief but potent set of actions that will eliminate this problem quickly and in an enduring way.
MCA-17: Using Management Coaching to Overcome Prejudice
Prejudice is one of those words in which the words never and ever are fair to apply. Prejudice is truly a self-defeating behavior that places one in a self-imposed cell of isolation that is devoid of in-depth and noble visions. It is to be avoided without hesitation. It can come from the most unexpected places at the worst possible times and in the most critical situations. Prejudice in organizations where human beings are the target, or the subject, is never, ever acceptable. Period. Prejudice wounds the target and the perpetrator, always and diminishes the quality of human life as long as it continues to exist. This Module examines the use of management coaching in overcoming prejudice. It provides a potent plan of action for overcoming prejudice and eliminating the pain associated with it.
MCA-18: Employing Coaching to Build Team Commitment
Team commitment is an interesting challenge. One day you have it, the next day you do not. When it comes to teams nothing is certain most of the time. People change daily and teams change with them. This Module provides a few powerful action steps that when executed successfully will enable the manager to build team commitment by using an appropriate coaching process.
MCA-19: Motivating People through Targeted Management Coaching
Management coaching is a very broad activity of managers. It can be used in nearly every situation. It can even be used occasionally to create an environment in which team members may motivate themselves to improve their performance. Authentic motivation is self-motivation. This Module examines how a manger may use targeted coaching practices to encourage people to motivate themselves to enhance their own levels of performance.
MCA-20: Employing Management Coaching to Change Emotional States
When people are consistent in thought and action they achieve more, and they achieve more effectively. While changes in emotional states are to be expected, such changes may reduce the effectiveness of one’s workplace team. This Module explains how management coaching may be employed to change emotional states of team members to attain positive performance. Here you will receive an action program to quickly change the emotional states of team members to encourage improved results.
MCA-21: Using Management Coaching to Build Authentic Self-Esteem
It takes a special kind of coach to enable their team members to build the authentic self-esteem. While many people speak about the importance of self-esteem, few are able to describe authentic self-esteem, the kind of self-esteem that does not carry a hidden agenda that seeks self-centered results at the expense of team members. This Module explores the concept of authentic self-esteem and provides a brief action plan for using management coaching to build authentic self-esteem in team members.
MCA-22: Using Management Coaching to Eliminate the Self-Destruction of Team Members
Well balanced people do not seek the self-destruction of team members. Although people can be destructive, success requires better behavior. This Module provides guidance and an action plan for using management coaching to eliminate the self-destructive tendencies of team members. Since self-destruction is a significant problem for individuals on teams, this Module will assist managers charged with delivering difficult projects with uncooperative people.
MCA-23: Using Management Coaching to Defuse the Chronic Complainer
No one likes a complainer. The reduce productivity, delay meetings, cause employee turnover, increase operational costs, and generally reduce the positive experiences of the workplace. Complainers can be expensive. This Module explains how managers may use coaching to defuse chronic complainers in the organization and restore a sense of calm during difficult situations.
MCA-24: Using Management Coaching to Change Self-Image
Self-esteem is one thing, self-image is another. People with a low self-image can still function an apparently high level of self-esteem. This is because people can compartmentalize many aspects of the emotional lives. Even individuals with a poor self-image may still mobilize their emotional competencies well enough to accomplish significant undertakings. Self-image does not necessarily relate to self-efficacy. Many people think poorly of themselves and yet are able to accomplish a great day within the workplace because they know what to do in a given situation. People are complex. Although this may be the case for some people, it is still a better situation whenever people enjoy both an abundance of authentic self-esteem and a positive self-image. This Module provides an action program for using management coaching to build a positive self-image.
MCA-25: Applying Management Coaching to Energize Teams
Teams need information and energy to work smoothly. Occasionally, they can become over energized and get in their own way. Management coaching offers energy and information to ensure that team members get what they need when they need it. This Module examines how management coaching can increase, reduce, or balance the energy level of teams. This Module provides a brief action plan that enables managers to optimize team performance by managing the flows of information and energy in their teams.
MCA-26: Leveraging Management Consulting to Return to the Basics
Solid success in the workplace requires a mastery of the basic skills of human performance. Successful management coaching requires an in-depth mastery of these basics and the ability to reinforce them in all team members. What are the basics that management coaching should encourage and how does one leverage management coaching to return to them? This Module provides a plan that enables managers to answer these questions by leveraging their coaching skills to enhance team performance.
MCA-27: Using Management Coaching to Understand Your Client
Understanding one’s client is a complex business. How does anyone really understand anyone? It is a lifetime process just understanding oneself. Nevertheless, success in management coaching requires a more than casual understanding of one’s client. This Module provides a unique but powerful roadmap on how to use management coaching to truly understand your client without being unnecessarily invasive.
MCA-28: Using Management Coaching to Attain Client Trust & Confidence
Even after you have attained an in-depth understanding of your client and his or her expectations, you still need to attain your client’s trust and confidence. However, trust and confidence is transitory. You have it one week and you lose it the next. To be effective, management coaching requires managers to gain and keep the trust and confidence of their team members. This Module provides an action plan that enables managers to gain the trust and confidence of their teams by assisting them in consistently achieving and maintaining improved levels of performance.
MCA-29: Using Management Coaching to Master the Decision Making Process
Do you know that the difference between average performance and great performance is the quality of your decisions? Many people dislike making decisions. Other people put them off as long and as often as they can. Making decision can be daunting and making good decisions can be overwhelming. For these people, it is an unfortunate fact of life that human nature demands decision making from childhood to death. Being fully human requires the application of our decision making capacities. To be a potent being, every human being needs to master the decision making process. This Module provides a program that will enable you to use management coaching to enable your team members to master the decision making process. It may not make them great masters of decision making, this takes time and practice, but it will enable them to begin their journey of delivering better performance through better decisions. Through this Module, your team members will become fully capable of mastering the decision making process.
MCA-30: Using Management Coaching to Master the Art of Persuasion
Some people need to be convinced and others need to be persuaded. Managers should be insightful enough to recognize this difference in their teams. This Module provides guidance on the art of persuasion using an ethical framework of adult-to-adult communications. Here you will learn how to engage management coaching to master the art of persuasion in a responsible and ethical manner.
MCA-31: Using Management Coaching to Master the Action Levers of Change
Change is formidable. It is the central aspect of life. Nevertheless, many people do not like change, especially in their careers. Change is often unplanned, hectic, and painful. It is also the process through which we develop productive lives. Without change we get lost. This Module provides a management coaching approach which enables teams to master the action levers that ignite change in organizations.
MCA-32: Using Management Coaching to Clarify Executive Expectations
Occasionally managers need to be aware of the expectations of other people who may not ne their clients. These people often occupy executive positions in seemingly unrelated parts of the larger organization. This, of course, is a false and unrealistic view of corporate life. This Module provide a process for using management coaching to determine, manage, and satisfy the expectations of executives who are not your direct clients.
MCA-33: Using Management Coaching to Clarify Minds
It is important to know what you are thinking when you begin a new project or task. You need to focus your attention, target your actions, and clarify you mind. Your team members must do the same. “Excellent performance requires excellent concentration.” Ray Newkirk This Module guides you step-by-step along the process of using management coaching to clarify your mind and the minds of your team members. Here you have a brief but potent process that when engaged will assist you in clarifying the minds of your team members.
MCA-34: Using Management Coaching to Understanding Client Expectations
Even after you have attained an adequate understanding of your client, you still need to completely understand your client’s spoken and unspoken expectations. While many of the client’s expectations may be formally stated, some will remain buried in unexpressed intentions. This Module provides an approach that enables you to employ management coaching to understand the full range of client expectations and then address them in a professional manger.
Understanding Management
Management is complex. It is a skill, art, science, psychology, philosophy, sociology, discipline, profession, and so on and so on. Obviously, Management is a lot of things. I am sure you get the point. Management is not simple. Often, Management is all about keeping situations steady. Other times, it is about risks, Critical Thinking, and luck. Management is never boring. It can be mundane, true, but it is not boring. Only boring people see Management as boring. This Portfolio is mostly about Management as a Coaching Process.
Management Coaching Development
Module MCD-1: Using Management Coaching to Enjoy the Spiritual Approach to Life
Spirituality is more tangible than we may believe. It concerns the mysteries of our lives and connects us to things bigger than ourselves. Spirituality is much more than the opposite of the material. It is an experience that defines all of the sacred stuff of every human life. By adopting a spiritual approach to life, we expand our horizons and enjoy more than mere physical sensation. We get to reach for the stars without leaving our living rooms. This Module examines how management coaching can unleash the power of spirituality to uncover and enhance the meaning of our daily activities in the workplace. Here you will learn how to taken positive actions to expand your perspective about work and overcome the things that impede your own dedication to your professional life.
Module MCD-2: Designing Your Personal Career Self-Renewal Program
Careers get stuck. It is a fact of life. It is common for people to get tired of doing the same thing for a long period of time. People use vacations to renew themselves and to clear their minds. Careers also require self-renewal. If approached with a proper well thought-out vision of the future, career self-renewal can become a regular part of one’s life. This Module explores the process of career self-renewal and provides an action plan of several simple steps to unleash your ability to design and nurture your lifelong career.
Module MCD-3: Attaining Ulthule Performance Excellence
If you really want to achieve something spectacular, you need to become an UlThule level coach. This is not ordinary coaching. It demands years of patience, hard work, learning, and application to achieve at this level. Since the personal pain level is so high to achieve this quality of expertise, few people ever attain it. This Module explores what it means to attain UlThule Coaching excellence. It presents a simple plan of action that when followed will enable you to achieve performance that is well beyond that ever realized by most human beings.
Module MCD-4: Achieving Great Performance through Coaching Excellence
Great performance is rare, probably impossible, without coaching excellence. This is the type of coaching that requires insight, experience, discretionary judgment, moral consistency, self-efficacy, independence, and wisdom. Coaching excellence is not for amateurs or the timid. This Module examines the link between great performance and coaching excellence. It provides a plan of action that enables managers committed to excellence in coaching to achieve great teams who perform at very high levels of excellence.
Module MCD-5: Understanding the Intelligences of Management Coaching
Human beings are somewhat intelligent; but human intelligence has its limits and comes in many sizes, shapes, and forms. It is more accurate to say that human ignorance is infinite and human intelligence is finite. One way to overcome such limitations is to conceive of intelligence as consisting of several domains of intelligence. This Module explores these domains of intelligences and provides a specific plan of action for enlisting them in the application of management coach to achieve improved performance.
Module MCD-6: Realizing Your Gentleness
Gentleness defuses many bad situations. Its power cannot be under estimated. Gentleness calms the environment, reduces tension, clarifies thinking, increases resolve, rehabilitates the spirit, deflects fear, and restores psychic energy levels. Gentleness is the diamond in the rough that energizes every effort to coach others through turbulent situations. This Module provides a potent plan of action that leads management coaches to realize their own gentleness and harness this to balance the forces of difficult situations.
Module MCD-7: Living the Gentle Life for Potent Management Coaching
Gentleness is the fuel that ignites the emotional power to meet any challenge in the workplace. This Module discusses the particularly human art of living the gentle life and applies gentleness as the bedrock of great management coaching.
MCD-8: Making the Right Decisions for Enhanced Coaching Results
Successful management coaching demands considerable skill at making powerful decisions that achieve the desired results. However, it is not easy to make the right decisions consistently and over time. This Module discusses how management coaches make strong decisions and how they leverage these decisions to enhance their coaching process.
