Leadership...through the eyes of a coach...Alan Booth

WHY I CAN NOT GET WORK DONE ANYMORE

noreply@blogger.com (Alan Booth) — Tue, 23 Nov 2021 20:26:00 +0000

I am literally chained in to a box.

That is a box of distractions.

Increasing number of messages from social media. I could exit those ... and subsequently feel I am missing something important.

The worse it seems is Facebook. My contacts either directly or surreptitiously are promoting their services. "Look at me and how good I am!"

What would I miss without Facebook?

What are you doing to stay focused on what is most important?

noreply@blogger.com (Alan Booth) — Thu, 04 Nov 2021 16:10:00 +0000

I am suffering from impulsivity!

Might look like black and white thinking.

I would benefit from being down in the gray "maybe" zone

Advice to self: "practice patience"

Or as Ben Franklin preached, "the best things in life are worth waiting for"

Ironically, as a coach I am able to counsel people to take action without an over amount of deliberation

Finding Calm During Anxiety

noreply@blogger.com (Alan Booth) — Sat, 16 Oct 2021 20:15:00 +0000

I get the sense that many of my friends are experiencing anxiety as they evaluate their career and even their choice of profession.

Isolation compounds this.

How can we reclaim the value of sitting across the table in a diner where the "whole person" is present?

It has been my experience that having a mentor helps.

A mentor skillful in listening to the point the other person knows he/she has their best interests at heart.

I sometimes struggle with that as I attempt to quiet my mind...to be fully present.

What has helped is starting the day meditating. Finding a higher being to talk with.

That is what I have been doing the moment I am awake and before I lift my head off the pillow.

My clients are learning to do the same.

Before turning on their phone.

Before turning on their computer.

This frames the entire day in front of us.

It causes one to find the energy to do what is most important...without distraction and disruptive emotions.

How do you find calm?

noreply@blogger.com (Alan Booth) — Sat, 16 Oct 2021 20:05:00 +0000

Failed Again by Distractions

First is getting my daughter's house painted as her homeowners insurance company put her on notice for risk of rotting bare shingles.

When will parenting end?

Yes, I know: NEVER

But really, I am proud to be a supportive parent.

After all, when I get old and decrepit, it is my daughters who will look after us.

The Famous 8 Routine

noreply@blogger.com (Alan Booth) — Tue, 26 Jan 2021 21:05:00 +0000

Stop letting distractions into your work and life.

Re-order your routine

1. 5 PM write down the most important first task for tomorrow

2. Leave that on your desk

3. Upon waking go to your desk

4. Leave phone in an another room

5. Do not answer the phone

6. Do not turn on your computer

7. Do the task [DANGER: Kill Distractions]

8. Relish the satisfaction of a task well done

My Bank Is Taking Over

noreply@blogger.com (Alan Booth) — Mon, 25 Jan 2021 16:31:00 +0000

Brian Moynihan, CEO Bank of America was honored last week [January 21, 2021] as one of the the most effective CEO's in America.

But there is mud down in the grass roots at the bank.

Nearly needing a magnifying glass, I read the fine red print at the bottom of my home equity loan statement:

The next scheduled payment will be deducted from the account designated.

Three phone transfers and 23 minutes later, I discovered someone at this behemoth institution changed my account with no authorization from me or my wife.

The penalty: I could be doubling my monthly payments if I kept to my normal transactions on their Bill-Pay platform.

Gee, Brian! Are you aware of the deterioration of what used to be a most competent work force?

With my impending change in housing, I would normally use BOA for a mortgage.

Now I have to give a vote of no confidence.

I just hope you are listening

Who Do You Know?

noreply@blogger.com (Alan Booth) — Wed, 13 Jan 2021 19:13:00 +0000

Email today, "who do you know at Goodwin College?"

No context.

I remain flabbergasted how people network.

Opportunity:

Mark Scheinberg, Founder and current president of Goodwin College

Tell him, "You must be so proud on the development of this educational institution"

Ask him, "What is your strategy for developing a successor to preserve what you have built?"

Lesson

Do not talk about what you do.

Discover their challenges

That will infer your competency to be the solution

Alan

Alan Booth | Executive Coach

Facilitating Transitions

Instructor, NYU School of Leadership

Web: http://www.AlanBoothCoach.com

203.216.6232

MORE TIME HAS BEEN CREATED

noreply@blogger.com (Alan Booth) — Wed, 06 Jan 2021 16:27:00 +0000

A big plus with Covid...

It has created more time to work with.

Consider a Zoom recorded meeting as a powerful management tool

Shall we stop holding in-person meetings?

noreply@blogger.com (Alan Booth) — Mon, 21 Dec 2020 19:22:00 +0000

Retirement Announcement

I have a real dilemma.

Retirement Plans

Not

Instead, I have an overwhelming energy to acquire new clients

Who? Independent consultants who really do not have strategy for growth

I can help them meet their next client

This is easy...but involves a shift in traditional thinking

Interested?

Alan

Steve Strombelline My Mentor

noreply@blogger.com (Alan Booth) — Tue, 19 May 2020 20:11:00 +0000

Steve was my client for over 10 continuous years.

In year two, he asked my why I think he keeps inviting me back?

Diplomatically I said: "Steve, I am interested in your perspective, please."

"Alan, you are one of a kind. First, having never been in banking, you volunteered to get your Series 7 and study the 63. That is impressive"

"But my staff tells me you have the patience to learn about them. Annie tells me you frequently ask about her son, Noah. Terry comfortably tells you about her frustrations managing one of her employees."

Essentially you are my co-boss!

Mentor T.J. Elliott

noreply@blogger.com (Alan Booth) — Tue, 19 May 2020 15:59:00 +0000

T.J. Elliot

noreply@blogger.com (Alan Booth) — Tue, 19 May 2020 15:55:00 +0000

MARK FISCH Mentor

noreply@blogger.com (Alan Booth) — Tue, 19 May 2020 15:07:00 +0000

Honors to Mark Fisch

He hired me for the wrong reasons.

I did not meet the job requirements

My current position was in a different industry

I was competing with experienced pharma reps

After 4 days of interviews, one in the field with a future peer,

He and his manager decided I was the one!

Why?

"...because it is better to train someone from scratch

rather then retrain experienced people."

After one of his field visits, I got calls from the

three other reps in the Buffalo area, wondering

what Mark was up to.

So I asked Mark about this.

He said he must be a failure because each of us

had an annual plan to grow ourselves and business.

"I only have one role: to cause my people to be successful."

Bill Lambert My Mentor

noreply@blogger.com (Alan Booth) — Tue, 05 May 2020 19:26:00 +0000

Bill Lambert gave me my first job out of college
He saw so much more about my talent than I did.
He supported my quest to enable union workers to act independently
His best talent was encouraging me to take risks
So when he appointment me General Manager at American Optical, he know I would succeed
With that attitude, I did!

Not Laid Off?

noreply@blogger.com (Alan Booth) — Mon, 04 May 2020 19:54:00 +0000

Time to change gears before you are asked by someone else

Get out of neutral

Feel the panic of being unemployed

Use fear to motivate you into action

If you have had the same job for even one year...it is time to move on.

Your competition is!

What three firms do you dream working for? Get names. Engage them around their challenges.

This is not about you...always about them.

Use the biggest and free database: LinkedIn. Add 5 new people a day. How?

Around challenges.

"Bob, I noticed your name in the WSJ where you commented on the challenge of working at home. Having made that transition five times in my career I think sharing experiences might help both of us. Willing to connect?"

Let's you and I talk. AlanBoothCoach is helping executives meet their next boss. I have done that for 26 years.

Alan Booth | Executive Coach

Facilitating Transitions

Instructor, NYU School of Leadership

Web: http://www.AlanBoothCoach.com

203.216.6232

MUST DO' AFTER LAY OFFS

noreply@blogger.com (Alan Booth) — Fri, 24 Apr 2020 14:45:00 +0000

Thirty days after you have laid off people...start your retention strategy

Ask these questions, especially your top performers:

What will keep you here?
What might entice you away?
What can I do differently to better assist you?
If you were to win the lottery and resign, what would you miss the most about your job?
If you were in my shoes, what one thing would you change here?
What is inhibiting your success?

PASSIVE AGGRESSIVE CLIENT

noreply@blogger.com (Alan Booth) — Wed, 11 Mar 2020 19:50:00 +0000

3/11/2020

A recent client told me stories about Donna, an under performing person on her staff.

As I listened through these lengthy descriptions, I asked "what was the last time you sat down F2F with Donna?"

"I have yet to do that. I am waiting for her annual appraisal."

"Why?"

"I am anticipating there will be conflict"

"Are you encouraging feedback from Donna's colleagues?"

"Yes"

"Do you think Donna has indirectly discovered your intent in talking with peers?"

"For sure"

This is passive aggressive.

Just go to Donna directly and in a timely manner. Deal only with facts and minimize your feelings.

Rule: when observing performance issues, address immediately.

It is the manager's credibility on the line if you wait!

MANIPULATIVE CLIENT

noreply@blogger.com (Alan Booth) — Tue, 25 Feb 2020 21:04:00 +0000

What would you do with Bob?

Bob, a person I have casually engaged as we would usually end up standing next to each other at a local bar, asked me one afternoon, "What do you do to afford living here?"

"I am an Executive Coach"

"And yourself, Bob?

He answered in paragraphs. Whew!

After another 15 minutes hearing him talk, I asked him about our conversation over the past 5 minutes, "were you 80% of our conversation or near 20%? He smiled.

"Since trust is so important when conversation is about money [he is a CFP], how important is listening?

He got the point and then said we should meet for breakfast so he could know me better.

I took that as a clue he might want to engage me.

Over Coffee

We talked about the importance of building trust in both of our professions and agreeing that listening is one prime way to do that. As my friends frequently here me say about any conversation, "It is always about the other person. And they will give you a clue when to speak."

Then the offer, "If you really feel that listening is most important, I would enjoy helping you as a coach."

He hesitated.

"Here is the deal: you will coach me as long as I can pitch you for my financial products."

My response, "These are two different conversations and we need to keep them separate." I coached him for three meetings in February and steered him away from talking finance.

I submitted his February invoice.

Post Invoice

His email: "I was taken aback yesterday upon receiving your invoice. I was under the impression we were meeting to see how we might mutually benefit one another and learn more about each other’s businesses."

This after 3 months of talking?

I really got snookered!

So, what would you do now?

Alan

Facts vs. Emotions...a Big Difference when Relating to People

noreply@blogger.com (Alan Booth) — Tue, 18 Feb 2020 19:42:00 +0000

Emotions vs. Facts Exciting...I actually disciplined myself to spend the day reading from books that have influence me in the past. No computer on, no looking for emails. I am at How to Win Friends and Influence People. Dale Carnegie reminds us that when dealing with people, we are dealing with emotions, yours and theirs! But what is the frequency that people are engaging you around logic. Carnegie: "We are not creatures of logic. We are dealing with creatures of emotions, creatures bristling with prejudices and motivated by pride and vanity." SPEAKING ILL OF PEOPLE I catch myself talking to friends about people who hit my hot buttons. This is criticism. "Any fool can criticize, condemn and complain -- and most fools do" The result: people will think less of you and might even marginalize you. AS A COACH This is particularly a challenge for executive coaches. Yet, coaching is all about getting their clients to be judgmental about themselves. Tricky business. But when we are self-assessing, we will own possible solutions and be more motivated to act on them! That is what true coaching does. Call me to continue this conversation: 203.216.6232

Fire All the Managers

noreply@blogger.com (Alan Booth) — Fri, 17 Jan 2020 20:13:00 +0000

This is a quote from an article in Harvard Business Review. It led me to research the role of manager when I was manufacturing executive at American Optical.

Here is what I found:

Management ...

n Is an expensive overhead, generally 33% of payroll

n Increases the risk of bad judgment

n Slows down decision making with unnecessary layers and bias

n Disenfranchises lower-level employees

AMERICAN OPTICAL EXPERIENCE

At America Optical as a manufacturing executive, I did two studies to validate these statements.

The first was done with the head of accounting whose department produced 8 reports to manufacturing managers. We decided from gut feel what were the most used reports that added value.

We produced all reports but stopped delivering 4.

In six months time, not one manager asked for them. We discovered they then had shorter meeting with more measurable outcomes [actions]

PART II AMERICAN OPTICAL

When I researched the quality issues that cost us an arm and leg, I discovered that the people closest to the cause and the resolution was the best operators on each line.

So the next study was to employ these people to; [1] be the ultimate inspector of quality and, [2] to go back to their peers to take action. No management involvement.

Result:

Quality approached 98% passing
Operators discovered innovative ways to increase output by 85%
No more need for the expensive "management research lab"

The most significant realization: mangers got in the way of those closest to the problems!

IT'S NOT YOU, STUPID

noreply@blogger.com (Alan Booth) — Mon, 06 May 2019 21:23:00 +0000

This year I have been blessed with new clients.

Why? You ask.

Finally I am practicing what I preach: It's not about you, it's about them.

Imagine sitting across the table [or desk] of a business executive in which you have done about 15 minutes of research...about them, their company, challenges they probably have experienced...but not about you yet.

And why not? Every prospect I talk with has already looked at my LinkedIn profile which pretty much tells the World who I am, how I think, where I have worked and the challenges I have found solutions for.

I can't believe the number of people I have met that still uses a resume format to describe themselves.

So, how I do I help people?

Usually with a series of 3-4 questions, each one formed based on the answer to the previous one.

Another blessing today: a new client.

Misuse of CEO Power

noreply@blogger.com (Alan Booth) — Thu, 16 Aug 2018 17:49:00 +0000

After a review of the CEO's I have coached, 85% appear to use the power of their office in getting things done with their staff!

That causes the executive to be overwhelmed with work others could do.

I ask: is the underlying cause the need for control?

A client just told me they are overwhelmed with people needing to come to her for decisions and opinions.

Part of that phenomena might be a lack of trust of others.

What is the worse case scenario in empowering her staff to take greater responsibility?

They might make some poor decisions which they can learn from.

So how does one get over so much need for control?

Answer: we talk about it in order for the client to discover why they are in this situation. From that discussion, one discovers ways for greater success.

BONUS DILEMMA

noreply@blogger.com (Alan Booth) — Sat, 11 Aug 2018 19:22:00 +0000

I need insights into the "black box" of year end compensation decisions.

Two of my clients are looking for better ways to use compensation as a motivator for higher performance. Once a year conversations does not do that and most people I ask feel it is a mystery how their bonus and base are calculated based on achivement of specific goals or expectations assigned.

Question: how can we effectively manage-inspire an individual's achievement of annual goals and expectations using $$$ conversations on a regular, say monthly, basis?

The challenge seems to be creating a culture where people clearly know the financial impact of their work throughout the year.

What has been your experience? Suggestions?

Best,

Alan

Alan Booth Management Consultant Executive Coach
Instructor, NYU School of Leadership Web: http://www.AlanBoothCoach.com
Land: 203.454.3502	Cell: 203.216.6232

SHOULD BOB BE TERMINATED?

noreply@blogger.com (Alan Booth) — Sat, 11 Aug 2018 19:18:00 +0000

It is my experience that top executives frequently avoid firing people. So when my client, CEO Frank asked me: "Should Bob be terminated?" I was surprised...but he was more so at the end of this project.

Situation

Frank inherited Bob as VP Sales when he came to this private company three years ago.

Bob was criticized for the lucrative deals he cut with customers rather than protecting margin goals. [I was not sure if that really was the disconnect]

So Frank hired a new VP Sales and moved Bob over to Strategic Accounts selling. But in this role he struggled to meet Franks expectation of effective presentations that could result in business solutions that were win-win.

However, Bob was good at developing trusting relationships with customers, his rep organizations and distributors. Second, he consistently arranged appointments with senior executives ... he just did not have the ability to design and present programs for his strategic accounts.

Risks

If Bob was terminated, the company risked destroying the relationships he had built up for years, putting at risk significant business revenues.

With the CEO battling Bob through lengthy emails, threats and heels being dug in on both sides, there was a risk that Bob might be near suing for harassment.

WHAT WOULD YOU DO?

Send me your thoughts and I will forward the actual solution.

Alan

ISOLATATION

noreply@blogger.com (Alan Booth) — Sat, 11 Aug 2018 19:16:00 +0000

Virtually every second generation business owner I have worked with, complain that conversation at home is always focused on Dad's business.

This at the exclusion of spouse and kids. I experienced with the same thing with my Dad who spent nearly every weekend fixing up our house. I still have many of his paint brushes he left me. I believe some have over 10,000 hours on them.

Big Surprise when my wife told me 15 years ago, that my tombstone should simply say "HE WORKED"

Bigger surprise when I woke up one day realizing that all of my "friends" were associated with my business. No real friends.

So I am on the mission to making genuine friends and finding the strength to turn off business implications.

Hard work!

Best,

Alan

Friend Finder and Executive Coach