Independence Day

Today is the 61st Independence Day for India. A matter of pride for me as an Indian.

What does independence mean to me?

Personal freedom to me means freedom from something that is holding me back from true growth and accomplishment. Something I “tolerate” everyday but don`t need to. 

Tolerations are things that one  puts up with each day that take up space in their minds and distract them from that which is really important. They drain you emotionally and exhaust you so that feel stuck in an endless loop where you cannot grow.

They weigh you down and eliminating them frees up your time and energy in a way that makes true change achievable.

Once you have identified (I would recommend by making a list) the things you are tolerating, you can start taking action to eliminate these things.

My personal list had 156 !

Most people find it easier to deal with physical tolerations (fixing the back door, replacing the light bulb, cleaning out the closets) than with emotional tolerations, such keeping the company of people that take them for granted or put down.

 Understand that if you choose to tolerate something, it is just that: your choice. Ask yourself how that toleration serves you before you accept it. Suffering is not useful to anyone, least of all you.

If you have committed to leading a toleration-free life, you can look forward to having more time and energy. Instead of managing situations around you that drain your energy, you can happily choose those areas in your life that you want to focus on and develop.

Eliminating tolerations is a skill that you grow into; the more tolerations you get rid of, the less you are willing to put up with in your life. Why not start today?

A life of freedom, boundless energy and unlimited happiness!!

New Research Reveals Increased Credibility and Positive Returns for Executive Coaching:Courtesy COMTEX

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    Benefits Include Enhanced Organizational Performance and Bottom Line
Impact
 
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More than ever, organizations are using executive coaching to enhance performance across the enterprise by grooming high potential employees, while also supporting high-performing executives and leadership teams, according to a new study, Trends in Executive Coaching: New Research Reveals Emerging Best Practices. The research findings were released today by DBM, a global outplacement, coaching, and career management firm and the Human Capital Institute (HCI), a global professional association and educator advancing the science of strategic talent management.

The study of nearly 500 top business and human capital leaders shows that the demand for executive coaching services is growing due to increased credibility and demonstrated impact on the enterprise. The vast majority of respondents (78%) view coaching as a credible and effective way to enhance an individual’s effectiveness in driving the performance of an organization. Key findings include:

— Organizations are benefiting from a high return on investment (ROI) for executive coaching.

— More than three-quarters of enterprise executives view executive coaching as credible and valuable.

— Investment in coaching is on the rise as organizations strive to build ready pipelines of talent.

Organizations benefit from a high return on investment (ROI) of executive coaching.

“DBM’s research reinforces that executive coaching can generate significant rewards within an organization,” said Karen O’Boyle, President of DBM North America. “Businesses that invest in human capital by effectively leveraging executive coaching to groom talent throughout the enterprise are witnessing a significant impact on both operational excellence and the bottom line.”

Of the study respondents who calculate ROI, 77% believe that executive coaching provides their organizations with a solid return. These individuals estimated levels ranging from a minimum of 100% ROI to more than a 500% return.

The research found that organizations are using a combination of metrics and qualitative factors when evaluating the success of executive coaching. Organizations measuring direct financial impact most often track:

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    -- executive output (33%), such as sales revenue and productivity
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— quality improvements (23%), such as increased reliability or decreased defects

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    -- cost savings (23%)
    -- turnover (21%)
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In addition to tracking direct evidence of financial return, organizations also considered a variety of qualitative factors when measuring the impact of coaching. These included:

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    -- achievement of agreed upon development objectives (84%)
    -- anecdotal evidence of success (83%)
    -- assessment from the coach (82%)
    -- other people's perceptions of the coachee (79%)
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— coachee’s ability to be promoted or to take on new responsibilities (74%)

A majority of enterprise executives (78%) view executive coaching as credible and valuable.

“Executive coaching has become an ideal talent management tool for increasing business performance and making a company’s best people better,” said Peyton Daniel, Senior Managing Director & Coaching Practice Leader for DBM North America. “Years ago, organizations hired coaches only to support their top tier executives or to ‘fix’ bad hires. These days, coaching is viewed as very positive and demonstrates an organization’s commitment to the employee’s success in both current and future roles. Furthermore, coaching is increasingly provided to mid-level executives, as well.”

According to the study, the business community has embraced executive coaching as a versatile leadership development tool that can be used to proactively enhance the effectiveness of already high-performing and capable executives.

Interestingly, organizations reported that the predominant use for coaching is to address derailing behaviors. However, when asked to rank the top circumstances where executive coaching has the greatest impact, “addressing derailing behaviors” placed third. The top three opportunities for coaching engagements that can have the greatest impact include:

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    1) developing "high potential" candidates for succession planning (29%)
    2) helping a capable executive achieve a higher level of performance (28%)
    3) addressing derailing behaviors (22%)
    Investment in coaching is on the rise.
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Organizations are planning to increase their investment in coaching, specifically in order to build a ready pipeline of talent and ensure top talent achieves mission-critical objectives. Future investments are shifting due to evolving outcomes desired, according to the study.

Organizations on the whole plan to increase their use of coaching in order to:

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    -- groom high-potential employees (62%)
    -- help capable executives achieve higher levels of performance (58%)
    -- enhance the effectiveness of leadership teams (48%)
    -- provide on-demand coaching for short-term, targeted situations (44%)
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The most significant planned decreases in the use of coaching, according to survey respondents, include:

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    -- addressing derailing behaviors (14%)
    -- guiding career decisions (12%)
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“Executive coaching is clearly an important tool for organizations seeking to embrace the talent economy,” said Allan Schweyer, Executive Director and SVP of Research at HCI. “Talent management executives recognize that executive coaching can not only enhance situational learning, but also lead to enhanced performance and a competitive advantage in the marketplace.”

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    About the Study
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DBM conducted a research study in partnership with the Human Capital Institute on trends and emerging best practices in Executive Coaching. The 472 respondents were from a wide cross-section of industries and were comprised of HR Business Partners (32%), top Human Resources Executives (26%) and the remainder in Organizational Development and/or Training/Development roles (42%).

DBM is a leading global outplacement, coaching, and career management firm providing services to private and public companies, not-for-profits and governments. Visit http://www.dbm.com to learn more.

The Human Capital Institute is a global network of more than 115,000 members in 40 countries committed to shaping the world’s new talent economy. Visit http://www.humancapitalinstitute.org to learn more.

SOURCE: DBM

David Keathley of DBM,                +1-404-325-4100        , david_keathley@dbm.com Web Site:
http://www.dbm.com                     http://www.humancapitalinstitute.org

Copyright (C) 2008 CNW Group. All rights reserved

News Provided by COMTEX

Opinions don`t matter : Robin Sharma

My readers must have noticed that Robin gets an unfair share of advantage in featuring in posts on my blog. Its so addictive for me to share with my readers whatever gems of wisdom I collect whenever I read his books.

Here comes another :

It does not  matter what other people think of you. All that matters is what you think of you. We waste so much energy worrying about the opinions of others, wanting to be liked, needing to please. But authentic leadership and real personal mastery are all about rising above social approval – to self approval. Respect you. So long as you are living by your values, be authentic, running your own race and doing your dreams, why worry what anyone else thinks or feels or says about you? Success isn`t a popularity contest. And at the end of each day, what matters most is whether you were true to yourself.

( Excerpt taken from The Greatness Guide by Robin Sharma )

Coaching by telephone?

An expression of amazement and sceptism is what I get from executives who hear about Coaching by Telephone at the first instance. I need to clarify here that these are people who have been very recently introduced to the World of Coaching.Yet when we do it over the phone they just love it !

The question which earlier was ,

“How is it possible to read body language over the telephone?”

now turns into,

“How was  it possible to read my body language,thoughts and flow of energy over the telephone?????????”

Coaches who work by telephone become increasly sensitive to tone, pauses and silences. A small shift in the voice communicates almost telepathically with the coach and can prove more effective at a deeper level than just reading of body language.

Organisations usually require coaches to visit their premises and conduct sessions face to face. However even at the workplace telephone coaching is becoming more popular. Coaches often deliver their first session face to face , thereby building enough trust with the client in areas of their relationship, in the coaching process and  also confidence of the client to be able to agree to a coaching session by phone.( ONLY if they feel comfortable enough to give it a try )

Although doubtful beforehand , most of my clients later prefer only to work by telephone !

The benefits include :

* Fewer distractions

* No travel + no wastage of time and energy in cutting through the traffic, waiting at the venue

* sessions can be travelled more easily at odd times and/or across widely spread locations.