What’s important? When CXO’s and their teams work with Schachter Consulting, they encounter frameworks, approaches, perspectives and tools to help them understand and engage with their organization. To excel as executive leaders. Here are some valuable resources to help focus thinking, generate alternatives and take well-considered action right now.
Poke around the page and then give us a call at 212-332-7150 to schedule a free, no-obligation phone consultation with Gale Alexander to see if you qualify to work with Ephraim Schachter.
For the past 30 years, Leadership Excellence has recognized the top 500 leadership organizations. On April 9, 2014 Ephraim Schachter was honored at the awards ceremony held in Vail, CO. The next morning he described the program for which Schachter Consulting earned a “Top 3” ranking.
If you’re like many leaders, when direct reports ask for your help, you’re torn between being overly directive or too distant. Ephraim Schachter of Schachter Consulting LLC offers an easy-to-apply tool to empower them, develop their problem-solving muscles and get them moving forward.
If you’re a leader in a large, complex organization, the past few years may have been disorienting. Ephraim Schachter of Schachter Consulting LLC offers a framework for thriving in these conditions, adapted from remarks delivered this summer on a panel for Citi’s Women’s Leadership Council.
If you lead a team of solid professionals who can’t seem to get on the same page, it’s easy to mistake it for a simple communication challenge. Ephraim Schachter of Schachter Consulting LLC offers up an easy-to-apply tool for insight into where to focus your work with the team and to determine whether you might want some outside help.
Some organizations have a spotty record with executive coaching. Ephraim Schachter of Schachter Consulting LLC discusses how and when to engage a coach to change behaviors and improve results.
TEAM EFFECTIVENESS QUESTIONNAIRE
As a senior leader, your capacity to deliver is inextricably linked to your team’s effectiveness. Download the “Team Effectiveness Questionnaire” to see where your team excels and draw a bead on where it could use more focused attention.Download PDF
PERSONALIZED EXECUTIVE LEADERSHIP ATTRIBUTES WORKSHEET
Over your career, you’ve been through multiple 360-degree feedback processes measuring you against a predetermined list of desired leader behaviors. What about the executive leadership attributes that matter to YOU? Here’s a tool to help you articulate your model to purposefully apply at work.Download PDF
From the March, 2014 issue of Leadership Excellence Essentials, clear guidelines for CEOs to prepare for the mixed blessing of the change agent.
Fantastic guide for talking the talk in the C-Suite.
Practical and accessible guide to adopting highly effective leader behaviors.
How and why Boards should spend less time on quarterly reports, audit reviews, budgets, etc., and more time being strategic.
Fascinating & iconoclastic analysis of CEO onboarding from the Boston Consulting Group.
A deep dive from the CXO perspective. Mildly wonky, but still accessible.
Billed as a guide for negotiating, Getting to Yes is a foundational framework for communicating effectively.
McKinsey Quarterly’s argument that the amount of help a group’s members give one another predicts its effectiveness.
The gold standard. Should be required reading every year.
Solid and immediately actionable framework-based guide for building executive presence.
What is coaching? The short answer: one-on-one interaction to help individuals become self-aware and deliberately change behavior to improve effectiveness. It is typically rooted in an Assessment, formalized in a development plan and involves recurrent meetings over approximately six to twelve months. It is usually sponsored by the coachee’s boss and supported by HR.
Yes, but what makes for a thriving CXO executive coaching engagement?
That’s a better question. It’s the coachee’s free choice, a safe space for the work and relationship chemistry.
The Free Choice:
Here’s a riddle: how many coaches does it take to change a light bulb? Answer: just one, but the bulb has to want to change.
First comes the coachee’s free choice and commitment to the development process. Any CXO looking for professional development support is in a precarious spot. He may fret his constituents (e.g., the Board, leadership team, analysts, business press) expect a senior executive “fully formed” upon arrival at the top. Of course, top performing artists and world-class athletes know from experience that coaches are essential to challenge tired assumptions, improve technique, and speak truth to power when others won’t. This is not in spite of the scrutiny from onlooking constituents, but rather because of it. So, to make the work stick, the CXO has to be bought in.
The Safe Space:
The coach is deliberate in creating a safe space for the work. As the coachee works on technique, she will also need to cognitively explore her presenting problem to untangle it and problem-solve alternatives for action. So, the coach purposefully creates the conditions for the coachee to acquire self-awareness and loosen up enough to embrace the self-consciousness that accompanies trying out new behaviors.
The CXO coach understands that this isn’t psychotherapy or touchy-feely fluff. It’s a confidential context for the exec to make honest disclosures and discuss real topics. The coach must toggle roles to elicit and engage the exec’s specific moments of insight. Always the confidante, the coach is also at various times catalyst, facilitator, devil’s advocate, cajoler, midwife or refuge. This is where coaching as an art is practiced.
Foundational to a successful CXO-Coach partnership is relationship chemistry. It needn’t approach the professional equivalent of “love at first sight,” but a promising coaching relationship develops quickly from respect and mutuality to genuine affection. The two look forward to time together.
With the coachee’s free choice, the coach’s created safe space and their shared chemistry flourishing, the conditions are there for a coachee to perform at peak.