Worrying what others think about us is natural yet can feel limiting. Some tend to excessively focus on how others see them, while others don't. It's true that we are motivated when we are autonomous and operate from a sense…
Below is a reprint of Nihar’s post on LinkedIn Pulse entitled: “How to Get People to Act When You Have No Authority.”
An executive’s product line captured extraordinary market share growth making it the most successful in his company.
And yet his chances for a promotion looked grim.
A recent 360 review highlighting friction between this leader and his peers in HR, marketing and finance greatly troubled his boss.
The boss asked me to coach the executive on learning to motivate and inspire his team around a shared vision, rather than continue to engage in internal conflict.
I was up for the challenge. But I soon realized truly collaborative results would require something much more than that.
Buy-in doesn’t equal action
But the link between shared motivation and expected action is complicated by human nature and the way authority is set up in today’s organizations.
People are unpredictable. And their behavior is even more unreliable when committing to colleagues outside of their vertical reporting structure.
(Below is a reprint of Nihar’s post on LinkedIn Pulse entitled: “The problem with personal leadership narratives.”)
From the testy Presidential debates and Trump’s polarizing statements to the recent questioning of Ben Carson’s life story, no shortage of controversy exists in the race for America’s top executive job.
With an executive coaching lens, I watch how candidates present themselves to the people they hope to one day lead. For people on both sides of the aisle, Carson’s approach in particular has been of interest.