Category Archives: Skills

How to perform tasks, build relationships, handle issues, emotions, get results

Leadership in Action Series: Part 7

Do You Take Your Humor Seriously? By Daniel Robin Part 1: Measuring Mirth Business people are obsessed with measurement.  Measurement creates the illusion of control.  Control, as we all know, is a popular substitute for power.  Power, as any fool could tell you, is where all the fun is. (With power you get to do stuff nobody else can.)  Therefore, if you want to have fun, measure things. In Continue Reading ...

Closing the Gap between Management and Worker through Coaching

By Daniel Robin There is an age-old gap between management and those managed. Employees often suspect management’s motives and resent having authority imposed on them. Simultaneously, managers are … only human. Some try to delegate responsibility without authority (let go into structure and it works better). Others resist change or get side-tracked by office politics and unintentionally take Continue Reading ...

The Eight Essential Skills Of Coaching

How to bring out the best in others By Daniel Robin Previous article talked about the cultural revolution taking place in most work environments. Hierarchical "command and control" management practices are giving way to more collaborative, fluid and dynamic structures. Why? People naturally perform better when their work environment matches how they like being treated. The challenge of letting Continue Reading ...

The Benefits and Advantages of Coaching

Still not clear on what coaching is?  Here's a definition For the Coach You don’t have to have all the answers Unleashed creativity ... more options and choices open up ... less a sense of limitation or stuckness. Fewer barriers to innovation, ... solutions arrive rather than continued head-banging Agreements upheld more often Shared responsibility frees you up to innovate, focus Continue Reading ...

The Dance of Alignment: Do You Fit Your Workplace?

By Daniel Robin  In the early 1980’s I worked for a company that had begun to noticeably mutate. It had been growing like a weed – 400% in one year – but had yet to evolve (growing large isn’t the same as growing up). Those of us holding out for the company’s metamorphosis realized that it would take perhaps 20 or 30 years to materialize, so instead, we dematerialized; I’ve been consulting Continue Reading ...