The Thoughtful Leaders Blog
Posted by Lisa Kohn on April 26, 2012
 To grow as a leader, or in any endeavor, it is essential to build upon your strengths. And in order to do that, you must be aware of your strengths – the specific things that make you you, that make you great, and that make you good at what you do. This awareness is something many of us have trouble identifying and embracing.
A great way to find your strengths is to do some research. To spend time in reflection; to look around you and notice what you love, what you excel at, where you truly shine. Your research should include asking others – to reach out to those people who know you really well and ask them to notice and to list the best things that make you you. Noticing the strengths in others, and contemplating which of those you might also possess, is another way to find your strengths.
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Posted by Robyn McLeod on April 19, 2012
 Recently I attended a workshop led by two dynamic facilitators. Their credentials, renown, and years of experience certainly were impressive, but it was their handling of one incident during the session that truly highlighted their mastery of facilitation and connection to others and provided a great leadership lesson for dealing with difficult people.
Here’s what happened: As I settled into my chair in the front of the room, I heard a woman (Let’s call her Pat) behind me speaking in very irritated and angry tones. It seemed that someone had moved her belongings to another chair while she was up getting coffee. Pat clearly took this as an affront and fussed, mostly to herself, about inconsiderate and rude people. I noticed that people around her were looking somewhat uncomfortable.
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Posted by Chatsworth Consulting Group on March 26, 2012
“You’ve got to ask. Asking is, in my opinion, the world’s most powerful and neglected secret to success and happiness.” Percy Ross
Recently a client was complaining to me about her current job. She felt underutilized, unfulfilled, and less than engaged. Yet she adored the company, and wanted to stay there…she just was at a point where her specific daily tasks left her empty.
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Posted by Chatsworth Consulting Group on March 19, 2012
“Listen a hundred times. Ponder a thousand times. Speak once.” Anonymous
I was taking a client through a 360º feedback assessment the other day and listening (or the lack thereof) was a major theme. He felt very strongly that he paid particular attention to listening to others and being open to their ideas, suggestions, and feedback, but the data in the assessment report showed differently. While he may have been trying to be more open to what others were saying, the feedback from his colleagues and direct reports showed that they did not feel that he really listened to them.
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Posted by Robyn McLeod on June 30, 2011
 Performance feedback is a subject that generates a great deal of debate, angst, and even anger. Those receiving feedback quite often feel it is inadequate, vague, overly critical, or overly solicitous. Those giving feedback often feel they don’t have time for meaningful discussion, they did not deliver the message they had hoped to, or the reaction they received was not what they expected.
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Posted by Robyn McLeod on May 19, 2011
The other day my daughter and I were discussing the challenges and rewards of working at a large corporation. As someone who is relatively early in her career, she is learning how to navigate the political landscape within her company and how to deal with the wide variety of personalities and characters she comes across in the workplace.
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Posted by Chatsworth Consulting Group on April 18, 2011
“There is more hunger for love and appreciation in this world than for bread.” Mother Teresa
Whenever we teach feedback skills – to new managers, experienced managers, or even senior leaders – we always reinforce the need for more positive feedback in the world. Not just empty accolades, but real, specific, and actionable positive feedback.
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Posted by Robyn McLeod on March 25, 2011
Last week we blogged about the benefits of hiring an executive coach and offered a tool for assessing whether you are ready for coaching. As you probably are aware, we believe strongly in the power of coaching as a tool for achieving your goals, going for what you want, and being an even better you. Who wouldn’t benefit from that?!
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Posted by Robyn McLeod on February 25, 2011
It’s that time of year again – the dreaded performance review! In many organizations, performance evaluation write-ups and discussions are in full swing right now – and anxiety levels can run high for managers preparing the reviews and employees waiting to receive their feedback. But it does not have to be that way. When we teach Effective Feedback in our leadership development programs we advise managers to make feedback an ongoing part of their regular interaction with staff members. That way, the annual review is merely a summary and culmination of the developmental discussions that have been taking place throughout the year. Stress goes way down!
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Posted by Cathy Alfandre on November 17, 2010
One common thread across consistently successful leaders is their strategic perspective—not just about the business, but also about themselves and their own careers. In one sense, the strategic view means that they have a long-term picture of what they want to achieve. But just as importantly, it means they are repeatedly making a point to step back from day-to-day work and examine the value they are bringing to the organization right now.
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View Robyn McLeod's profile
Good sound advise. In fact to go a step further, the right answer is the biggest killer of innovation. So thinking you know without exploring could be very short sighted.
Thank you for your thoughts. Innovation certainly does suffer when many possible answers, especially the “wrong” ones, are not brought to the fore.