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Ask yourself this question, for what am I willing to be disturbed? Reflect on the range of answers that surface. In what ways do our assumptions and bias about our role, our contribution and our value to our workplace get in the way of allowing for collaboration over time? My life experience infuses my view of the world and as a result I make meaning of what others say based upon my perspective. It is a habit versus something I choose intentionally and it limits what I can learn from and with others and therefore the quality of the outcomes we produce. Being attached to expertise is not only an enemy of learning it also interferes with invention, improvement, innovation and ease with change. For me to enjoy creative flow, especially working with others in an organization, requires that I break habits based upon my expertise. Training and practicing as a professional coach has been the most valuable and important contribution to development creative flow in my work.
Experienced with individuals at the Board of Directors, “C” Chair, Executive and Senior Management levels, Janet assists executives in adopting effective habits of perception and behavior to lead and accelerate corporate strategies. Typical engagements address executive development in the following areas: articulate and inspire through clarity of vision, enable respectful challenge, debate and catalyze synergy for strategic business choices, risk/reward critical thinking about investments and shareholder value, plan leader succession and architect sustainable cultural/strategic change.
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