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During the past 18 years, WJM Associates has delivered executive coaching for over 3,000 executives at over 400 organizations around the world. Here’s why coaching sometimes falls short. Via Ariana Amorim 
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Scoop.it!
First-time managers often ask themselves how to develop a leadership style that suits them: “Who should I model myself after? What kind of leader should I be?” It’s great to think critically about your approach to managing others, particularly when you’re new to it, but these questions won’t exactly help you.
That’s because they assume that leadership is something you try on and show off, a “style” that’s curated and intentional. But especially in the beginning, your style will be based far less on mirroring others’ habits and behaviors and far more on instinct and intuition. And that’s not necessarily a bad thing. Via The Learning Factor
The Learning Factor's curator insight,
August 8, 2017 6:58 PM
To develop a leadership style that’s authentic to you, let it take shape organically, not through intentional curation.
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From
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Having a discussion with your employees or manager about job performance is never an easy feat. If executed incorrectly, the process could produce counteractive results. Managers have to find ways to provide both motivation and constructive criticism, and employees have to share individual goals underneath the scrutiny of their bosses.
However, what if you could knock down these obstacles with a single process? A system that created a platform for managers to discuss improvement opportunities, and one question that encouraged employees to be open with their managers. Well, you're in luck. One such process and question exists. First, let's take a look at the process: 360 feedback. Via The Learning Factor
The Learning Factor's curator insight,
June 25, 2017 7:17 PM
Employee development conversations can be scary. These two approaches can help ease the nerves of all parties involved. 
Vanessa Ong Li Wen's curator insight,
June 26, 2017 2:55 AM
Reading this article really opened up my mind towards being an effective leader. As a senior and the oldest in Junior High, I have given many After Action Reviews (AAR) and talks towards my peers and juniors on their development and areas of improvement. Although many my age harbour fears of having to interact with others on such a personal level, I have always found it easy for me to provide both motivation and constructive criticism to someone. However, this article mentioned about a process named 360 feedback – something I was exposed to but unfamiliar with. To implement 360 feedback in a company, there were a few criteria that the company should have: have the continuous intention of growth and improvement of employees, emotionally mature and open leaders to be accepting of criticism, a platform to integrate data with support mechanisms that can prove the 360 feedback useful, and senior engagement with employees. In my opinion, the latter is the most important criteria that an organisation should have in order to establish good rapport between senior and junior, regardless of whether a 360 feedback implementation is in contention. As a senior and a leader, it is essential to be able to open up your juniors to open and insightful development talks. My peers have always opened up to me, saying that what they wish to gain most out of in a developmental talk, is insights on their journey thus far, and areas for improvement. I believe that the 360 feedback is a wonderful platform for individuals to understand their confidential, anonymous feedback from those they interact the most: their batch mates, seniors, juniors and teachers. The process ensures that we can draw feedback from objective, multiple perspectives to evaluate our overall effectiveness. I have always been intrigued by the idea of 360 feedback as I feel that it is an effective platform to provide constructive feedback. However, after reading this article, I realise that there are many criteria to consider in order to ensure that the 360 feedback becomes effective, depending on the nature and context of your organisation. Rather than brainstorming complex methods of improving development of employees, I believe what is more critical is to have leaders who know how to engage and motivate their employees. The essence of a good leader is someone who does not have to continually motivate employees, but rather leverages on their internal passions and desires to create sustainable engagement. An insight that I also gained from the article is that conversations with employees should not only center around yourself, but around them as well. By asking questions that encourage them to be more open and honest, this will allow me to channel their internal motivations and redirect it towards projects that enjoy my employees the most. When centering the conversation around THEM and not YOU, the talk will also take the form of mentoring rather than dictating, creating an atmosphere of trust and rapport between the two that will break barriers and lead to a more enjoyable working process in the company.
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Una buena secuencia que conduce a la excelencia es tomar consciencia de la situación, prestar atención a las opciones y comprometerse con acciones alineadas con los objetivos. Básicamente, de esto trata el coaching y acompañar en este proceso es el trabajo de un coach ...
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Ariana Amorim's curator insight,
September 19, 2017 7:04 AM
A research by Lois Tamirand Laura Finfer explored the relationship between the age of an executive and the coaching process or coaching outcomes. Their goal was to identify how executives in their thirties might differ from older executives when they receive the specialized attention of executive coaching.
They analyzed 72 executive-coaching engagements to evaluate the relationship of age to 4 variables: Responsiveness, Self-reflection, Nondefensiveness, and Degree of Change. Results indicate that the age group 30 to 39 was significantly lower on Self-reflection and Degree of Change compared with executives in the 40 to 49 and 50 to 59 age groups. In light of these findings, they recommend two approaches for those who manage, mentor, or coach younger executives to help them reach their full potential. 
Jerry Busone's curator insight,
September 20, 2017 7:53 AM
In a diverse and ever changing world the idea of someone being so polarized that they feel there is only one way to do something baffles me ... different people need different th
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From
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Some people are qualified on paper, but for political, historical, or personality reasons can’t really succeed on a given team or in a particular job. It doesn’t mean the person has failed. Via Ariana Amorim
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Don’t take our word for it – listen to our clients! They really have internalized our messaging. Here’s a guest post from Tech Soft 3D CEO Ron Fritz, who is applying what he learned from Moementum to his company. A couple of weeks ago I was speaking with a fellow CEO, and the topic of Via Ariana Amorim
Begoña Pabón's curator insight,
April 10, 2017 8:14 AM
Siete razones por las que los grandes lideres de organizaciones necesitan poner un coach en su vida...
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