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	<title>Growth at Work</title>
	<link>http://www.growthatwork.com</link>
	<description>Leadership and Career Transition Coaching in Long Beach, New York</description>
	<lastBuildDate>Wed, 10 Mar 2010 16:16:48 +0000</lastBuildDate>
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		<title>Leaders that Listen</title>
		<description><![CDATA[

What behaviors define leaders that listen?
They do not cut off people in the middle of sentences.
They do not look at their blackberry or computer when someone is talking to them.
They do not ridicule people in public or private. This action almost insures that people will assume that you are not a good listener.

These are just [...]]]></description>
		<link>http://www.growthatwork.com/2010/02/leaders-that-listen/</link>
			</item>
	<item>
		<title>Hiring a Coach</title>
		<description><![CDATA[Hiring a coach is a difficult decision. Many people spend time and anxious energy in deciding whether what they are hiring a coach for can be done themselves. For example, recently I thought of hiring a marketing coach. I know all the essentials that I need to accomplish to market my business. Yet, I had [...]]]></description>
		<link>http://www.growthatwork.com/2009/10/hiring-a-coach/</link>
			</item>
	<item>
		<title>Trusting The Coach</title>
		<description><![CDATA[Recently, a potential client asked me a great question. How do I know I can trust you? The client works for a financial institution that is extremely particular about what information it shares with the public. I answered the question intuitively. I told him that legally, all we can do is sign a Non-Disclosure Agreement. [...]]]></description>
		<link>http://www.growthatwork.com/2009/10/trusting-the-coach/</link>
			</item>
	<item>
		<title>The Goal Alignment Matrix</title>
		<description><![CDATA[Recently, I created a tool called the Goal Alignment Matrix (GAM). It is a listing of company goals aligned with departmental goals aligned with a roadmap to achieve each department goal. In using the GAM with a current client, I realized that most of the managers that used the tool put down lofty goals. When [...]]]></description>
		<link>http://www.growthatwork.com/2009/09/the-goal-alignment-matrix/</link>
			</item>
	<item>
		<title>The Sweetspot</title>
		<description><![CDATA[In my career as a consultant, I have come across  people who are so good at what they do that I could not imagine them doing anything else. All the variables of the &#8220;sweetspot&#8221; are apparent with these types of people.  The content of the work is interesting to them. The people that [...]]]></description>
		<link>http://www.growthatwork.com/2009/09/the-sweetspot/</link>
			</item>
	<item>
		<title>Chess Not Checkers</title>
		<description><![CDATA[I have heard that managing people is more like playing chess than checkers. This is because each person that you manage comes with a distinct background, experience and motivation. However, there are many forces that push us in the direction of standardizing our approach to the people that we manage. As an organization grows larger, [...]]]></description>
		<link>http://www.growthatwork.com/2009/09/chess-not-checkers/</link>
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		<title>Work Less</title>
		<description><![CDATA[Great article in the WSJ on how we will view work in the future:
http://online.wsj.com/article/SB10001424052970203803904574429151858232582.html
]]></description>
		<link>http://www.growthatwork.com/2009/09/work-less/</link>
			</item>
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		<title>Performance Management as a Chore</title>
		<description><![CDATA[I am helping a client select a Performance Management tool. It has occurred to me that the performance review exercise can be quite meaningless if not given the proper thought and attention. In fact, now I understand why so many manager are so apprehensive and stressed about writing performance reviews. In order to make the [...]]]></description>
		<link>http://www.growthatwork.com/2009/09/performance-management-as-a-chore/</link>
			</item>
	<item>
		<title>Coach and Coachee Tension</title>
		<description><![CDATA[In my engagement with my clients, there is almost always a period where there is tension.  The cause of the tension can be from multiple sources. In my view, there are two main sources. The tension usually emerges after the initial engagement or what I like to call “the honeymoon period”. Most clients are [...]]]></description>
		<link>http://www.growthatwork.com/2009/09/coach-and-coachee-tension/</link>
			</item>
	<item>
		<title>Coachable or not?</title>
		<description><![CDATA[In order for a person to be coachable she has to be at a point where she is looking for movement. She must be dissatisfied enough with her current state or she should have an intense desire to reach her future state.  Above all, she has to be convinced that shifts in perspective can occur [...]]]></description>
		<link>http://www.growthatwork.com/2009/08/coachable-or-not/</link>
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