Author Archives: Doug Brown

About Doug Brown

As a Coach, Consultant and Facilitator, Doug Brown has guided successful outcomes for executives in the NY/Northern NJ region for over three decades. His extensive client base encompasses over 50 different industries in both for-profit and nonprofit sectors.

Future Proofing Leadership and Sustainable Growth

NYC Executive Coaching avatarPosted on by

From my associate Janice Giannini.

Did you know that organizations investing and excelling at leadership development and engaging their workforce aren’t just better places to work? They report 21% higher profitability and a 17% higher productivity rate. In today’s volatile business environment, leadership resilience isn’t optional—it’s a competitive necessity.

‍The concepts below help companies to tap into more stable long-term growth, increased ROI, and increased reputation in the marketplace.

 

1. Resilience as a competitive edge/advantage 

  • The pandemic demonstrated that organizations with adaptive, well-coached leaders sustained profitability and minimized or avoided operational disruptions, outperforming competitors. For many of these organizations, the kernel of this adaptiveness resulted from prioritizing and developing strong adaptive leaders prepared to navigate crises. These crises come in various ways: market fluctuations, customer changes, competitive changes, and technological advancements.
  • This Resilience and preparation didn’t happen overnight. It’s the result of strategic investments in executive coaching and development.

 

2. Cost of leadership gaps

  • For any company, there is an optimal turnover rate to refresh skills/ideas and ensure an effectively staffed pipeline. There is a significant cost when the turnover is unexpectedly high and critical staff leave. Over a third of employees report leaving over lack of connection with leadership. Only about 20% of employees indicate they trust company leadership. That cost frequently looks like costly errors missed deadlines, delays in delivery, lack of engagement, and friction within the team.
  • These risks drive significant cost increases. Organizations with stellar reputations for delivering the right stuff to the right people at the right time actively invest in risk management by investing in leadership development at multiple company levels. They recognize that a company’s financial and reputational success is a function of the company and leadership’s abilities.

 

3. Understanding the needs of a multi-generational workforce 

  • Today’s workforce is multi-generational. The priorities and needs of each generation of the workforce are very different. With such diverse expectations and work styles, equipping the leaders across the organizations with communications, understanding, adaptability, and averting conflict is essential for the entity to thrive and flourish.
  • The cost of failing to prioritize those growth opportunities and coaching drives higher costs, burnout, high turnover, and less-than-expected financials in many cases. When hired, associates, regardless of the level of responsibility in the company, do not always come equipped with these skills. Frequently, they are knowledgeable about the subject matter or experts in their vertical. Integrating across the multi-generational workforce and multiple verticals is not an innate skill. And as additional generations come on board, refreshing skills increase company success.

 

4. Leading in a technology-driven world

  • Making business decisions in a technology-driven world requires rethinking strategic risk-taking, a different level of technology literacy, and an understanding of effectively leveraging technologies for competitive relevance. These may be skill sets that not all leaders possess. It is more effective across the board to invest in development to enable these conversations than to ignore the potential disconnect.
  • Executive coaching equips leaders with the mental agility and strategic foresight to leverage AI and data analytics for competitive advantage.

 

5. Adopting cultural–alignment to drive financial success and long-term growth

  • One of the major responsibilities of all CEOs is to define the culture and constantly reinforce the cultural expectations across the leadership. Culture is a binding force. It creates a common perspective and reference framework for essential operational and strategic risk management. Cultural misalignment across the company leads to increased costs and financial losses, increased risk across the board, missed opportunities, diminished innovation, and diminished associates’ engagement driving high turnover.
  • A strong company culture leads to higher profitability, employee satisfaction and engagement, and customer satisfaction. Constantly re-enforcing cultural expectations is essential and requires consistent and ongoing investment. “Once and done” will not deliver the needed results.

‍

6. Positioning for unknown challenges in the future

  • Continual investment in leadership development encourages continuous learning and growth. Furthermore, it fosters:
  • Out-of-box thinking
  • Increased innovation
  • Mental agility to respond to unknowns with confidence versus relying too heavily on current practices
  • Increased collaboration to address unanticipated future disruptions
  • ROI for companies that invest in leadership development have 20-25% lower turnover rates than those who do not invest

‍

Organizations with well-coached leaders achieve operational stability faster, avoid layoffs, maintain higher levels of employee engagement, and maintain customer trust. Viewing coaching as a growth opportunity rather than a cost transforms leadership into a scalable competitive advantage. Research shows that every dollar invested in leadership development returns up to $6 in improved business performance.

Leadership development isn’t just an investment in individuals; it’s an investment in your company’s future. Start building a resilient, adaptable leadership pipeline today to secure your organization’s success tomorrow.

Leading During Times of Turbulence

NYC Executive Coaching avatarPosted on by

Experiencing natural disasters and personal loss—whether by hurricanes, floods, tornadoes, fires, or health-related causes—brings profound disruption that touches every part of our lives. These moments remind us of our shared vulnerability and capacity to support one another. Such events test our resilience, decision-making, and capacity for empathy, both personally and professionally. In times like these, leadership becomes less about managing tasks and more about courageously guiding people—and ourselves—through uncharted waters. Here’s how we, as leaders, can better support ourselves and our teams during crises and their aftermath, blending practicality with compassion.

 

Acknowledge and Manage Both Physical and Mental Stressors

The chaos of a crisis can lead to overwhelming stress for everyone involved. Leaders must prioritize their well-being, not just for themselves but also to remain present and effective for those who rely on us. Stress management isn’t a luxury; it’s a necessity. Techniques such as mindfulness, visualization, cyclic sighing, physical activity, and short, focused breaks during high-stress periods can make a significant difference.

‍Equally important is creating space for team members to decompress. Encourage open dialogue about mental health, normalize employee assistance programs (where available), and lead by example. When leaders visibly take care of their stress, we allow others to do the same. Even small gestures, like asking, “How are you holding up today?” can show you care.

 

Adopt a Janus-Headed Perspective

‍Janus, the Roman god of beginnings and transitions, symbolizes looking both forward and backward. In leadership, this means balancing immediate operational demands with long-term strategic vision. Crises often demand quick responses, but they also provide opportunities to reflect on what truly matters for the future.

  • ‍Immediate Focus: Address safety, clear communication, and stabilization first.
  • Future Orientation: Begin assessing the long-term impact on your organization and people. What lessons are emerging? How can these shape our organization’s resilience?

‍By adopting this dual perspective, leaders can navigate the present crisis while laying the groundwork for a stronger, more prepared future.

 

Maintain Perspective and Acuity

‍In extreme change, losing sight of the bigger picture is easy. Leaders must actively work to maintain clarity by regularly asking:‍

  • What’s the immediate priority?
  • Does this align with our core values and mission?
  • What do our people need most right now?

‍Perspective involves stepping back to reassess priorities. Acuity, however, requires a sharp focus on the details that matter. Together, these qualities help leaders remain balanced, responsive, and grounded.

 

Assess Risk—Personally and Organizationally

‍Understanding risks to both people and the organization is critical. Start by evaluating:‍

  • Personal Risk: Are you leading in a way that’s sustainable for your health? Have you surrounded yourself with a trusted team willing to share the load?
  • Organizational Risk: What vulnerabilities has the crisis exposed? Are there systemic issues that need addressing to prevent future crises or mitigate their impact?

‍Risk assessment doesn’t involve eliminating all uncertainty; it involves making informed decisions and preparing for what lies ahead.

 

Make Quick Decisions and Take Decisive Action

‍Crisis leadership demands rapid yet sound decision-making. While it’s tempting to rush, pausing to follow a structured process can make all the difference in building trust and ensuring clarity:‍

  1. Review your big goals and the critical questions you need answered.
  2. Gather relevant information quickly.
  3. Evaluate this information and consider alternative solutions.
  4. Choose the best course of action and secure team buy-in.
  5. Implement decisively and evaluate outcomes, adjusting as needed.

‍‍Making sound decisions builds confidence within the team and strengthens collective resolve.

 

Embrace Resilience as an Antidote to Disruption

‍Resilience is more than bouncing back; it’s about adapting and thriving in new circumstances. Leaders can foster resilience by:‍

  • Letting Go of Old Habits: Focus on tailored, people-centered solutions that reflect current realities.
  • Developing a Flux Mindset: Inspired by April Rinne, this involves embracing change as a constant. Seek to discover opportunities within uncertainty that others often overlook.
  • Sustaining a Healthy Pace: Avoid burnout. We must balance urgency with sustainability to avoid burnout. We just must.
  • Seeing the Invisible: Pay attention to subtle dynamics and unspoken needs that may be crucial for recovery.

‍Resilience often emerges in small, quiet ways—from a shared laugh to a moment of understanding—and these moments matter.

 

Communicate Empathetically and Transparently

‍During crises, clear and compassionate communication is non-negotiable. Keep these principles in mind:

  • ‍Be Honest: Share what you know and what you don’t.
  • Be Frequent: Silence creates anxiety. Provide regular updates, even if there’s little news to report.
  • Be Human: Acknowledge emotions and show empathy. Statements like, “I understand this is hard” or “We’re in this together” can deepen connections and trust.

Recognize and Celebrate Small Wins

‍Even small victories provide hope and momentum amid the chaos. Whether you’re reopening an office, completing a project, or simply supporting one another, take time to acknowledge these moments. Celebrations don’t have to be grand; even verbal recognition can boost morale. Staying human in these moments reinforces trust and camaraderie.

 

Rebuild with Intention

‍While challenging, the aftermath of a crisis holds a unique opportunity to rebuild with greater purpose and connection. Engage your team in post-crisis reflection:‍

  • What worked well, and what didn’t?
  • Where did/do we struggle?
  • How can we be better prepared for the next challenge?
  • What new opportunities have emerged?

‍Intentional rebuilding fosters a culture of learning, growth, and resilience.

 

Lead with Heart

‍Ultimately, leadership during crises is about showing humanity. Lead with vulnerability, courage, and a steady presence. Your authenticity may be your greatest strength. In times of profound change, leaders can turn disruption into an opportunity for growth. By managing stress, maintaining perspective, making incisive decisions, and fostering resilience, you can guide your teams—and yourself—through even the most turbulent times.

‍As you lead, remember that resilience is not built alone. Lean into the phrase there is strength in numbers.

The Power of Alignment in Teams and Organizations

NYC Executive Coaching avatarPosted on by

From my associate, Grant Tate.

Imagine this: A team of five people, each holding onto a rope tied to a big log, aiming to move it forward. But each person’s pulling in a different direction—one’s pulling left, another right, one forward, and so on. It doesn’t take long to see the problem. Despite everyone working hard, the log barely budges. This is misalignment in action. Lots of energy, no progress.

 

‍misalignment of two peopleA Lesson in Forces

Now, let’s break down what’s really going on here. Each person pulling on that log is using force. And force has two key parts: direction and magnitude. Direction is where they’re pulling; magnitude is how hard they’re pulling. When everyone’s pulling in different directions, their forces clash and cancel each other out. It’s the same in organizations: without alignment, you end up with static effort—lots of motion but little movement forward. However, get those forces aligned, and suddenly, you have powerful momentum that propels the team forward.

 

The Leader’s Role in Guiding Alignment

Picture an organization as a living, breathing thing—an amoeba, if you will—shifting and flexing with every new influence. The leader’s role is to guide that shifting entity, establishing a path and helping the team stay on course. That means setting a clear, steady vision and sticking to it long enough for the team to actually make progress.

A leader’s responsibility in alignment comes down to two essential duties:

    1. Set and Keep Direction – Provide a consistent, clear path that everyone can focus on.

    2. Encourage Unified Effort – Inspire the team to apply their energy in the same direction.

This consistent guidance prevents wasted effort and keeps the organization moving forward as one cohesive unit.

 

When Leaders Go Wobbly

But what happens if a leader gets ‘wobbly’—constantly changing course or lacking clarity? Even a fully aligned team struggles because they’re always adjusting to the latest shift in direction. It’s like trying to move that log when someone keeps yanking the rope in a different direction. A leader who frequently changes direction or focus creates instability. Over time, team members feel frustrated, maybe even burned out, because they’ve invested effort that never seems to bring them closer to a meaningful goal.

 

Alignment Across Teams and the Organization

In larger organizations, alignment needs to happen on multiple levels. It’s not enough for each individual to be aligned with the leader’s direction. Imagine each team as another person pulling on the log. If one team is focused on one objective while another pulls toward something different, they start working against each other. And if the leader is wobbly, each team is forced to shift, too—momentum is lost every time they pivot.

So, a leader’s task is more than aligning people. It’s about ensuring each team is on the same page and that teams aren’t working against one another. The ultimate alignment depends on a leader who provides that steady, clear direction.

 

Pulling Together Toward Real Impact

To put it simply, alignment is about making sure everyone’s efforts are focused in the same direction, with steady intensity. Misalignment drains energy, breeds frustration, and keeps teams spinning their wheels. A wobbly leader only magnifies the problem, scattering potential instead of channeling it.

Aligned forces, led by a steady leader, combine to create incredible momentum, bringing the team closer to real, meaningful impact. So as leaders, our job is not just to set a direction but to stay with it long enough for our people to make real strides. When directions are constantly changing, progress falls, and we end up spinning our wheels. But when we stick to a course, we harness the full power of unity and purpose.

Remember, alignment is never a one-time event. It’s an ongoing journey of guiding, encouraging, and sticking to the path we’ve set. When leaders stay the course, they unlock their team’s full potential, turning effort into true progress. So, as you think about your organization, remember: alignment isn’t just about pulling together—it’s about pulling with purpose, in a direction that truly matters. That’s what turns struggle into success.

 

The Overlooked Lens of Process and Efficiency

NYC Executive Coaching avatarPosted on by

From my associate, Janice Giannini.

Efficiency is the lifeblood of business. From assembly lines to boardrooms, the pursuit of smoother processes and higher productivity drives innovation and success. Yet, for all its importance, discussions about efficiency often feel predictable. They focus on incremental improvements to tools and workflows, missing deeper, more human layers of the conversation. What about the emotional undercurrents of collaboration? The unseen work that keeps processes running?  The messiness that is essential to spark creativity?

By broadening our lens, we can uncover fresh insights into process design to address the persistent barriers that limit progress. Today, we explore four frequently neglected dimensions of process and efficiency. By thinking at deeper levels, organizations can unlock their full potential.

 

1. The Emotional Intelligence Lens

When we think of process efficiency, we often envision systems: smooth workflows, optimized tools, and clear metrics. What’s missing is the human element, specifically the role of emotional intelligence (EQ) in driving operational success. EQ is the ability to understand and manage emotions, both our own and those of others. While typically associated with leadership or team dynamics, it also profoundly impacts process efficiency.

Processes don’t run in a vacuum; they are about the humans in the loop and rely on people. Teams with high EQ navigate interpersonal challenges with fewer delays and higher morale. Miscommunications can cause costly breakdowns in efficiency. A team with credible emotional awareness can address underlying frustrations before they escalate into conflicts that disrupt workflows.

Processes designed for maximum efficiency can inadvertently create stress. Tight deadlines, rigid workflows, or overemphasizing incomplete metrics can disenfranchise employees. This level of rigidity leads to burnout, reduced productivity, and even turnover—hardly efficient outcomes. Integrating EQ into process design means considering the emotional impact of workflows and building flexibility where needed.

From a practical solution point of view, organizations can cultivate EQ through leadership development, promoting empathy in team interactions, and fostering a culture of psychological safety. Employees who feel heard and valued engage more fully, driving smoother processes.

 

2. The “Invisible Work” Perspective/Lens

Every efficient process has a hidden foundation: the invisible work that supports its success. This invisible work includes emotional labor, informal knowledge sharing, and the countless small tasks that often go unnoticed and are critical to a smooth workflow.

Why does invisible work matter? Consider a team that runs a high-stakes product launch. While the visible process might include deadlines, deliverables, and roles, real efficiency hinges on invisible efforts. A senior team member mentoring a junior colleague or a manager mediating tensions behind the scenes might save hours of missteps and confusion. These behaviors can be the difference between success and failure.

Traditional performance metrics do not include this invisible work, consequently undervaluing it. One significant example of overlooked invisible work is emotional labor, which disproportionately affects women and minorities. Organizations must investigate these contributions to take advantage of opportunities to strengthen processes.

To elevate the invisible, companies can adopt systems that track and reward invisible work to address this, such as recognizing mentorship or creating knowledge-sharing platforms. Highlighting and supporting these contributions ensures they don’t fall through the cracks, improving overall efficiency.

 

3. The Role of Chaos and Creativity in Process Design

Efficiency is typically associated with order, but the most effective processes often incorporate elements of chaos and creativity. Controlled chaos, periods of disruption or experimentation, can challenge rigid structures and yield innovative solutions that traditional methods overlook.

Over-optimization has unintended consequences. Processes designed to be perfectly efficient can have undesirable unintended consequences. They need more room for adaptability and creativity, essential in today’s fast-changing business environment. An over-optimized workflow might excel in routine tasks but collapse under the weight of an unexpected challenge.

Organizations can intentionally disrupt their processes through hackathons, brainstorming sprints, or cross-functional collaboration. These disruptive actions frequently discover breakthroughs, creating a safe space for employees to question the status quo, experiment with new ideas, and identify previously invisible inefficiencies. Stepping out of the zone is necessary to harness chaos for innovation.

Consider the tech company that encourages employees to spend 20% of their time on passion projects or the design firm that rethinks workflows during innovation workshops. Some organizations set up separate teams in different locations, releasing them from the day-to-day constraints. These practices inject fresh ideas into static systems. By balancing structure with chaos, businesses can create processes that are not only efficient but also resilient and innovative.

 

 4. The Barriers to Process and Efficiency

Despite our best intentions, efficiency efforts often need to catch up. What stands in the way? Understanding these barriers, from cognitive biases to organizational culture, is critical to designing better processes.

‍Human biases, such as the sunk cost fallacy or confirmation bias, often hinder efficiency. Teams may cling to inefficient processes simply because they’ve invested significant time or resources.

Overcoming these biases requires a willingness to evaluate existing workflows, even when it’s uncomfortable critically.

Even the best-designed process improvements can fail if employees resist them. This resistance often stems from fear of change, failure, or loss of autonomy. Creating a culture of trust and open communication is essential to overcoming this hurdle.

Processes naturally grow more complex over time, especially in large organizations. This “complexity creep” can erode efficiency, making once-effective workflows cumbersome and outdated. Regular audits and simplification efforts are essential to combat this issue.

Practical strategies to break through barriers include:

  • Conducting root-cause analyses to identify bottlenecks.
  • Empowering employees to challenge inefficient norms.
  • Seeking outside perspectives to uncover blind spots.

By addressing these barriers head-on, organizations can unlock greater efficiency and foster continuous improvement.

 

Summary

Companies often treat process and efficiency as purely technical challenges through the lens of better tools and tighter workflow. But efficiency is, at its core, a human undertaking. By exploring the emotional dynamics of teamwork, recognizing invisible work, embracing controlled chaos, and addressing systemic barriers, organizations can take a more holistic approach to improvement.

Efficiency isn’t just about doing things faster or cheaper—it’s about creating processes that empower people to do their best work. It balances structure and creativity, visibility and acknowledgment, logic, and emotion. By rethinking efficiency through these lenses, businesses can achieve higher productivity and greater resilience, innovation, and employee satisfaction. Ultimately, the most efficient process works with people, not against them.

Evolving Leadership: Guiding Your Team Through Growth

NYC Executive Coaching avatarPosted on by

Editor’s Note: Growing a business requires not only robust, scalable systems but also leadership that adapts as well. In the third article of this series, we delve into how leadership roles must evolve as the organization grows. We’ll discuss the shift from hands-on management to strategic oversight and the importance of fostering a culture that supports sustainable growth.

‍

Leadership plays a pivotal role in any organization’s success, but as companies grow, the demands on leaders can evolve and increase significantly. What worked within your smaller, more entrepreneurial setting may not be effective in the larger, more complex organization. In this third article of our series, we examine how leadership must adapt to guide a growing organization successfully, drawing on principles from Designed to Scale.

 

The Leadership Shift: From Operational to Strategic

In the early growth stages of a business, leaders are often deeply involved in day-to-day operations. They make quick decisions, solve problems directly, and have a hands-on approach to managing their teams. However, as the organization succeeds, this level of involvement becomes unsustainable. The leader’s role must shift from operational management to enterprise-level strategic oversight.

This shift requires a change in mindset. Instead of focusing on the immediate tactical tasks, leaders need to think long-term, anticipate challenges, and position the company for future success. Delegating more operational responsibilities to trusted managers and focusing on the bigger picture—setting the direction for the organization, aligning teams around common goals, and fostering an environment that supports innovation and growth must become the norm. As one of my retired colleagues, Mike Sleppin, often quipped, “If the Generals are in the foxholes with the corporals and privates, who is running the war”?

 

Building a Leadership Team

Building a strong leadership team is crucial as an organization scales because no single leader can manage everything alone. This team should consist of individuals with expertise in their respective functional areas but, equally important, share the company’s core values and vision. Creating a cohesive leadership team is undoubtedly hard work, but it helps ensure that all aspects of the business are aligned and moving in the same direction.

Designed to Scale emphasizes the importance of hiring leaders who are not only skilled but also adaptable. In a growing organization where change is constant, leaders must navigate this change effectively. They should be capable of leading their teams through transitions, whether integrating new technologies, entering new markets, or scaling operations.

 

Fostering a Growth-Oriented Culture

Leadership isn’t just about managing tasks—it’s about consciously shaping the organization’s culture. A growth-oriented culture encourages innovation, embraces change, and rewards those continuously seeking improvement. Leaders play a key role in cultivating this culture by setting the tone and leading by example.

Communication is a critical component of this. As organizations grow, ensuring everyone is on the same page becomes more challenging. Leaders must invest their energy in prioritizing clear, consistent communication to align teams around the company’s goals and ensure everyone understands their role in achieving them.

‍Moreover, leaders should focus on empowering their employees. I recommend that growing organizations move from a hierarchical command-and-control decision-making structure to a flatter, decentralized model. Leaders must develop the confidence and trust in their teams to make sound decisions after providing them with the tools and information they need to succeed.

 

Actionable Steps for Executives

  1. Evaluate Your Leadership Approach: Reflect on how your role has evolved as your company has grown. Are you still too involved in day-to-day operations? Consider how you can shift your focus to more strategic responsibilities.
  2. Build a Strong Leadership Team: Identify the key areas of your business that require strong leadership. Invest in hiring or developing skilled leaders who will easily align with your company’s values and vision.
  3. Foster a Growth-Oriented Culture: Encourage innovation and continuous improvement within your organization. Lead by example, and ensure that your actions reflect the values and behaviors you want to see in your team.
  4. Prioritize Communication: As your organization grows, communication becomes more challenging and critical. Implement systems and practices that ensure clear, consistent communication across all levels of the organization.

 

Only by evolving your leadership style and building a strong leadership team can you better guide your organization through the complexities of growth. Ultimately helping your company scale effectively and remain agile, innovative, and aligned with its core values.

In the final article of our series, we’ll explore the role of organizational culture in scaling. We’ll discuss how to preserve and strengthen your culture as your company grows and why this is vital for long-term success.

Building Scalable Systems: The Backbone of Sustainable Growth

NYC Executive Coaching avatarPosted on by

[Editors note – This is the second of our 5-part series to help ensure your organization becomes hardwired for efficiency and effectiveness. These articles will reflect our current thoughts as well as insights gleaned from Lex Sisney’s book- Designed to Scale: How to Structure Your Business for Exponential Growth]

Building scalable systems‍As organizations grow, the complexity of operations increases exponentially. Without suitable systems, this complexity can quickly become overwhelming, leading to inefficiencies, bottlenecks, and a decline in overall performance. In this second article of our series, we focus on the critical importance of building scalable systems and processes, as outlined in Designed to Scale.

The Complexity Challenge

For smaller and medium-sized organizations, the leap from managing a single location or product line to overseeing multiple operations can be daunting. As your number of customers, employees, and transactions grows, so does the potential for errors, delays, and miscommunications. The system(s) that worked well for your organization in the past may no longer be sufficient as the business scales.

Designed to Scale highlights the need for systems that can grow with your business. These systems should be robust enough to handle increased complexity but flexible enough to adapt to changing circumstances. They form the backbone of sustainable growth, enabling your organization to operate efficiently despite growing demands.

Designing Scalable Systems

Scalable systems can expand and adapt without requiring a complete overhaul. This can apply to various aspects of your business, from IT infrastructure to human resources to supply chain management. The key is to build systems with growth in mind from the outset.

1. IT Infrastructure: As your organization grows, so does the need for reliable, scalable IT systems. Cloud-based solutions offer flexibility and scalability, allowing you to add resources as needed without significant upfront investment. Cloud solutions can help you grow your business through data storage, customer relationship management (CRM), or enterprise resource planning (ERP) systems.

2. Process Standardization: Standardizing processes is another critical component of scalability. You can ensure consistency and efficiency across your organization by establishing clear, repeatable processes for tasks like onboarding new employees, managing inventory, or handling customer service inquiries. Standardized processes also make training new employees and integrating new locations or product lines into your existing operations easier to accomplish.

‍3. Automation: Automation is a powerful tool for managing complexity. Automate routine tasks to free up your team to focus on higher-value activities that drive growth. This can include everything from automated billing and payroll systems to AI-driven customer service chatbots. The key is to identify repetitive and time-consuming tasks and implement automated solutions that reduce the burden on your staff.

Case Study: Scaling with Smart Systems

Consider a mid-sized e-commerce company that experienced rapid growth due to increased online shopping demand. Initially, the company’s systems were not equipped to handle the surge in orders, leading to delayed shipments, inventory shortages, and frustrated customers.

‍Recognizing the need for scalable systems, the company invested in a cloud-based inventory management system that provided real-time tracking and automated reordering processes. They also standardized their order fulfillment process across all warehouses, ensuring consistency and efficiency. These changes allowed the company to scale its operations without sacrificing customer satisfaction, leading to sustainable growth and a stronger market position.

Actionable Steps for Executives

1. Assess Current Systems: Conduct a thorough assessment of your current systems and processes. Identify areas where inefficiencies exist, or systems struggle to keep up with growth.

‍2. Invest in Scalable Solutions: Prioritize investments in scalable systems, particularly within IT infrastructure and automation opportunities. Choose solutions that can grow with your business and adapt to its changing needs.

3. Standardize Processes: Work with your leadership team to standardize mission-critical organizational processes. Document these key processes and ensure they are communicated clearly to all employees.

4. Monitorand Adapt: As your organization grows, regularly review and reassess the strengths of your systems and processes to ensure they remain effective. Be prepared to make adjustments as needed to address new challenges or opportunities.

By building scalable systems, your organization can manage the increased complexity that comes with growth. These systems (all critical for sustainable growth) will enable you to maintain efficiency, reduce errors, and ensure consistency across your operations.

In our next installment, we’ll explore the evolving role of leadership in a growing organization. As your business scales, your leadership style and focus must adapt to meet new challenges and guide your team through the complexities of expansion.

Strategic Coaching for Sustained Growth: Doing the Right Job, Right Way, and Right Now

NYC Executive Coaching avatarPosted on by

From my associate, Janice Giannini.

Close your eyes for a moment and create a picture of your company where 70% of the leaders are resilient and empowered to be adaptable and innovative. Then, create a picture of the competitive advantage the entire organization creates by working in this way. Is that a place you would like to lead and work for? That is what Strategic Coaching can deliver.

‍Why is it important to be resilient, adaptable, and innovative?

  • ‍Actively planning where you are going short, mid, and long term and understanding how to stay ahead of the competition is critical.
  • Effectively managing risk, balancing the risk of change, and staying the course is the difference between success and defeat/stagnation.
  • Operationally, doing the right job at the right time in the right way closes the deal!

 

Do any of these thoughts surface periodically and get in the way?

  • ‍Are you doing the best you can, or are you doing what you need to do to accomplish your growth goals?
  • What is the risk of change versus continuing down the same path you are on, strategically and operationally?
  • What gets in the way of changes that will close the gap between where you are and where you need to be?
  • Are you dealing with too many artifacts of past success, such as outdated processes or resistance to change, versus what is needed / appropriate for the world you live in today?
  • What would your revenue, profit, innovation, and market presence be if your leaders and associates performed at their peak on a regular basis?

 

‍If the answers to the above questions do not immediately come to mind, immediate reflection and action need to happen.

Does the leadership team have the same clear understanding and ability to articulate?

  • What does the business need to accomplish, and what are the risks and constraints? It is critical to be honest with yourself and others.
  • When and how does the environment enable a leader to openly say, “I don’t agree or understand,” and the team responds, “Let’s spend time getting on the same page?” Or Not?
  • When is Change a dirty word in your environment versus an opportunity for success?
  • What do you need to give up to achieve your goals/mission?
  • What are you willing to give up?
  • When the need to let go is greater than the willingness to do so, change management is required! Lack of alignment of the need and willingness to let go dictates less or rocky growth, lower innovation-impaired competitiveness, and lower market presence with revenue and profits left on the table.

‍‍A Strategic Imperative on the critical path to growth and innovation

Coaching is a time-proven process that decreases the gap between need and willingness to change. This will close the gap between where you are and where you need to be to achieve your growth, innovation, and profit goals/mission.‍

Let’s look through 3 different lenses to understand how coaching can be a performance multiplier:

  1. The coach’s perspective
  2. The person being coached perspective
  3. The Sponsor’s (Executive or other leader in the organization, including self) perspective

The Coach’s Perspective

‍I invite you to consider an Executive Coach as your growth catalyst as you navigate the turbulent waters and transform yourself and your leaders to meet the challenges of today’s rapidly changing world.

‍The relationships and personal growth catapult the leadership team to greater results. Coaches grow and evolve along with their mentee/ client/ leader/ associate. Coaching helps the mentee recognize the roadblocks, blind spots, limiting patterns of thought, and under-utilized/recognized strengths that constrain professional and, therefore, company growth.

As the coaching process is a two–way street/relationship, the coach and the mentee grow. As the coach goes through this process with their mentee, both parties better understand how to work more effectively together to accomplish the mission and goals.

This leads to implementing a tiered strategic-minded coaching approach; the senior leaders embrace personal coaching themselves and, as a result, become more adept at coaching the organization itself. In the process, the senior leader is reshaping how they see themselves and how others perceive them in the organization. The senior leader also becomes more aware of how their struggles contribute to or interfere with team alignment. What would a 20% increase in team alignment enable the business to achieve or avoid?

The Person Being Coached Perspective

From the vantage point of closing the gap between where you are and where you need the company to be, coaching helps individuals reframe and transform how they see themselves. This transformation from manager or technical expert to a visionary leader results in greater confidence, resilience, and adaptability. Additionally, it causes an increased ability to inspire and positively impact those around them. It can help people’s willingness to step out of their comfort zone with the confidence to recognize and drive strategic initiatives that strengthen the company and themselves.

While a person initially may not see themselves as a natural-born leader, they will become able to see themselves as an influential voice, inspiring others to work more confidently, to fully engage, focusing on insights and more immediate changes that yield significant impacts for the business.

Additionally, people more quickly recognize a lack of alignment and develop the ability to speak up, identify, and collaborate to find better alternatives, enabling growth. These changes in leaders’ self-perspectives drive necessary changes that ripple across the company and its success.

It is important to recognize that progress is often incremental. It may not be the”Big Bang Theory.” It may be smaller incremental movements that, in the aggregate, can be huge progress and success. These smaller successes cascade upon themselves, driving people to want to do more to help the company’s continued growth.

This perspective on coaching leads to considering, as another tier of the approach above, to identify the multiple less-experienced associates in the company, who may and may not have the title manager behind their name, as significant beneficiaries of coaching. Therefore, a coaching plan typically becomes a hybrid approach, continuously using professional coaches as needed and in-house leaders. The benefit of external coaches is that they do not eat/ sleep/breathe in the same environment and can see areas for growth and reinforcement more objectively.

The Sponsor’s Perspective

Sustainable and long–term growth is a function of doing the right things at the right time and in the right way. Companies and enterprises that accomplish long-term growth have a strong, positive, empowering culture that recognizes and values people to make results happen. Coaching is a critical risk-reduction activity that boosts competitiveness, growth, and innovation. It is not discretionary; it is a mission-critical investment for growth.

In the rapidly changing world we live in today, an ecosystem of continuous learning, flexibility, resilience, and adaptability is imperative. ROI is reflected in revenue, profit growth, and innovation, which is essential for marketplace competitiveness.

Coaching ROI tracking checklist:

  • ‍Improves critical team retention. More or less turnover is less optimal and more expensive. (American University Exec coaching industry results: 48% increase in retention and organization performance)
  • Improves team engagement. Team leaders observe less divisive conflict and a greater willingness to respectfully speak up and resolve issues.
  • Increasing associates’ satisfaction scores. Associates initiate more positive collaboration themselves versus directives from a manager. (American University Exec coaching industry results: 50% increase in collaboration and team performance)
  • Coaching surfaces heretofore hidden leadership potential in associates for the future (near, mid,long term), avoiding leadership gaps. Use annual reviews for succession planning to avoid critical gaps.
  • Improvement in leadership performance metrics across the company.
  • Aligning with business needs happening more quickly than in the past. Is there a more remarkable ability to let go of what is and to adopt what needs to be with a positive attitude across the board? (American University-industry results: 48% in performance with revenue above expectations)

 

‍I encourage all leaders to view coaching as a Strategic Imperative for themselves and others in their company. Coaching is about investment in the current and future strength of the company’s business results and culture.

‍The reality and risks of the business world today require different capabilities at most levels in any organization. One or two executive leaders cannot do it all. They must recognize the issues, implement change management to enable growth and develop the associates’ capabilities to stand strong and follow through.

‍Are you ready to create a future-oriented organization with committed, resilient, flexible, and empowered leaders who now create immediate and impactful change? If not now, when?

Fix ‘Em or Fire ‘Em: Tough Choices in Leadership

NYC Executive Coaching avatarPosted on by

From my associate, Grant Tate.

Many leaders, especially in government and large institutions, struggle with underperforming employees who drain productivity, morale, and resources. My colleague and I experienced this last week: an organization director, overwhelmed with frustration, has multiple cases of long-term underperformance but feels constrained by bureaucracy, fear of legal retaliation, and a workplace culture that resists decisive action.

‍What can leaders do to navigate this dilemma? Here are some ideas:

‍

1. Don’t Underestimate the Power of Strategic Coaching

While some employees may simply be a poor fit, others may have the potential to turn things around with the right guidance. Before moving straight to termination, a leader should explore whether coaching or structured interventions could make a difference.

‍By setting specific goals and providing a clear improvement plan, leaders give employees the opportunity to either step up or self-select out of the organization. Those who genuinely want to improve will welcome this guidance, while those who resist will demonstrate that they may not belong in the organization. Ultimately, this process can foster growth and, in some cases, even rehabilitate performance issues.

2. Look Beyond the Individual: Impact on the Organization

Underperformance has a ripple effect on the organization. Poor performance rarely exists in a vacuum. In this director’s case, morale was down across five departments, each impacted by poor-performing employees. This affects the team’s productivity, morale, motivation, and overall workplace culture.

‍Leaders need to see these issues for what they are—systemic challenges, not isolated problems. By addressing underperformance as a cultural issue, leaders create a message of accountability and a clear commitment to high standards.

‍3. Create a Culture Where Performance is Valued

Government agencies, like the one in this scenario, often operate in environments where job security is prioritized over performance. This can create a culture where underperformance is tolerated, sometimes for years, with little risk to the employee. However, effective leaders push back against this status quo. Leaders should establish clear performance expectations, set achievable goals, and provide regular feedback. When employees understand what’s expected and know their work is consistently evaluated, they’re more likely to rise to the occasion.

‍This may require a cultural shift and a willingness to hold uncomfortable conversations. But the long-term impact on morale, productivity, and employee satisfaction is worth it. Creating a performance-focused culture empowers high achievers, motivates mid-level performers, and makes it clear that chronic underperformance won’t be ignored.

‍4. Document—Then Act Decisively

The director diligently documented the poor performance of one particularly problematic employee, creating a file over an inch thick. We all know documentation is the evidence that managers need to support their case for action. However, documentation is only part of the solution. For it to matter, leaders must be prepared to act on it.

‍Many managers hesitate at this point, worrying about possible legal implications or backlash. Yet, allowing poor performers to hang on, especially those who poison the culture, harms not only the team but also the organization’s effectiveness. If the employee cannot or will not improve, termination may be the best option—not as a punishment but as a necessary step for the health of the entire team.

5. Address the Fear Factor

Managers may fear the repercussions of making difficult personnel decisions. They worry about lawsuits, appeals, and the potential for backlash, especially if the employee has taken preemptive steps, like hiring a lawyer. While these concerns are valid, they should not paralyze a manager into inaction.

‍For leaders, courage is a vital quality. Managers should work closely with HR to ensure that all procedural steps are followed to the letter. If they have provided constructive feedback to the employee, documented issues thoroughly and treated the employee fairly, they are legally protected in taking corrective action. HR departments, for their part, need to provide steadfast support, empowering managers rather than creating roadblocks.

‍6. Take a Stand for Organizational Health

Leaders should remember that taking corrective action isn’t about punishment—it’s about protecting the health of the organization. Every employee who is allowed to underperform sends a silent message to the rest of the team: “We don’t prioritize excellence.” On the otherhand, when leaders make the tough call to help under-performers improve or let them go, they set a precedent that the organization values productivity, morale, and the success of the whole team.

In the end, addressing poor performance effectively isn’t just a management issue—it’s a statement of leadership values. By standing up for accountability and making the tough calls, leaders can inspire loyalty and respect, creating a culture where every employee knows that they—and the organization—are held to the highest standards.

So, next time you find yourself in the fix-or-fire conundrum, remember: decisive action speaks louder than a thick file folder.

Developing Enterprise-Wide Perspective in Senior Leaders: A Coaching Guide for CEOs

NYC Executive Coaching avatarPosted on by

Introduction

I have often observed that upper-middle managers will remain too deeply rooted in their specific departments or functional responsibilities. This results in a limited, vertical perspective. To be viewed as promotable, aspiring executives must develop a horizontal perspective that aligns with the organization’s broader objectives, demonstrating an understanding of enterprise-level dynamics essential for executive roles. This broadened view fosters a deeper understanding of interdependencies, enabling leaders to make balanced, informed decisions and collaborate effectively across functions.

This guide provides a high-level coaching framework for CEOs to use with their teams.

Initiate Cross-Functional Exposure

  • Objective: Encourage managers to interact with peers across departments regularly.
  • Coaching Action: Begin by setting up monthly or quarterly rotations where senior managers spend enough time in other departments to understand cross-functional processes and objectives. I suggest shadowing or project collaboration across departments to improve organizational efficiency and effectiveness. For instance, they should focus on gaining insights into operational dependencies, pain points, resource constraints, or opportunities for collaboration that benefit both     departments.
  • Discussion  Points: In follow-up coaching sessions, ask, “What processes or decisions surprised you in this department? How could that influence decisions on your own?”

Facilitate Strategic Alignment

  • Objective: Help managers connect their departmental or divisional team’s objectives to overarching company goals.
  • Coaching Action: Organize brief, regular workshops to align team goals with organizational strategy. CEOs can facilitate these sessions to review company goals and ensure each manager understands how their area supports or complements these aims.
  • Discussion Points: Use questions like, “How does your team’s work influence our strategic priorities? What adjustments could align your outcomes more closely with our enterprise goals?”

Encourage Problem-Solving from a Broader Lens

  • Objective: Shift focus from immediate team or department challenges to enterprise-level solutions.
  • Coaching Action: Encourage managers to look beyond internal problem-solving impacts or dynamics to anticipate the impact on external stakeholders such as customers, partners, and suppliers before they approve solutions.
  • Discussion  Points: Questions like, “Who else in the company and within our customer or supplier base could be impacted by this solution? Have you considered their perspective?” can deepen their awareness of interconnectedness.

Develop KPIs with Cross-Departmental Impact in Mind

  • Objective: Foster a sense of responsibility for outcomes beyond departmental KPIs.
  • Coaching Action: Work with managers to identify one or two KPIs that depend on or affect other departments. Where practical, tie these cross-departmental or cross-divisional KPIs into their annual compensation packages because, as management guru Peter Drucker said, “What gets measured gets managed.” This exercise drives them to understand how their work influences broader performance metrics. Add quarterly review meetings to assess progress on cross-departmental KPIs to your cadence to ensure a continuous focus on organizational impact.
  • Discussion Points: Ask, “How can your team contribute to KPIs that benefit our entire organization? Who else should be involved to ensure success?”

Implement Peer Mentorship and Accountability

  • Objective: Reinforce horizontal perspective through peer mentorship.
  • Coaching Action: Pair managers with counterparts in different departments, encouraging them to meet monthly to discuss challenges and ideas. CEOs can guide these mentorships to ensure they focus on enterprise alignment. To maintain accountability, ask each manager to briefly summarize insights or action items from these mentorship meetings to ensure that alignment is continuously reinforced.
  • Discussion     Points: Questions such as, “What have you learned from your peer about our organization’s needs? How does this change your view on your team’s priorities?” can deepen learning.

Conclusion

Adopting an enterprise-wide perspective is critical for promotability and long-term leadership success. By following this framework, CEOs can regularly coach their senior managers toward a broader understanding of organizational needs. This shift from a siloed to an interconnected approach ultimately strengthens strategic alignment and drives better outcomes for the entire organization. By embedding this framework, CEOs can cultivate a promotable team with the strategic insight to lead at the highest levels.

3 Characteristics That Spur Success

NYC Executive Coaching avatarPosted on by

If you watched the Olympics and Paralympics, there were a few great personal characteristics that were apparent in the athletes that competed.

PASSION.  The passion of the US Athletes to succeed at the highest level was apparent when you saw them on the boat on the Seine River; full of confidence and committed to being the best they could be.  And they did succeed winning over 500 medals.  They made us very proud to be an American.

VISUALIZATION.  This is a characteristic we speak about in our development programs. In watching the men’s gymnastics event we saw a young man on the bench, head covered and seemingly “out of it”.  He was visualizing what he would do in his performance, as “cleanup hitter.” Well he nailed it, with an outstanding performance that secured the gold medal for men’s gymnastics. Very impressive.

COURAGE. The courage of the US Paralympics Team was extraordinary.  Swimmers with one arm or one leg or no legs competing in the pool. The men’s basketball team competing in wheelchairs.  The women’s volleyball team competing while sitting on the court. Unbelievable. What courage these athletes exhibited!

These are just three takeaways that were on full display. There are many more examples to point to.

Think about how these three characteristics are so critical to successful people. How much can you integrate them into your daily life?