Leadership Coaching

Part Seven in our series on the Seven Commitment Traits and coaching leaders.

In our initial articles, we have looked at how to coach several of the Seven Influence Traits. Today, we move to the last of the Seven Influence Traits™ - Likeability.

Likeability is the degree to which others view one’s personhood and presence in a positive light.

In other words, it is how people respond to the statement, "Joe will be at our gathering." If people think, "Great," you are likeable. If they think, "Oh no," or they are indifferent, you aren’t.

Your client’s likeability depends on the ability to create positive attitudes in other people through the delivery of emotional and physical benefits. If they are highly likeable, it typically means they bring people joy, put them at ease, and reap the benefits of friendship.

Part Six in our series on the Seven Commitment Traits and coaching leaders.

In our initial articles, we have looked at how to coach several of the Seven Influence Traits. Today, we move to the sixth of the Seven Influence Traits™ - Trustworthiness.

Trust is the foundation of any relationship. Without it, all else is doomed to failure. With it, people will go to remarkable lengths for the leader.  

Part Five in our series on the Seven Commitment Traits and coaching leaders.

In our initial articles, we have looked at how to coach several of the Seven Influence Traits. Today, we move to the fifth of the Seven Influence Traits™ - Empowerment.

You, The Empowerment Coach

Empowering others is the key activity that sets a leader apart from a mere doer. A leader is able to use influence to enable others to accomplish the objective at hand.

Here is how you can help your clients empower others.

Part Four in our series on the Seven Commitment Traits and coaching leaders.

In our initial articles, we have looked at how to coach several of the Seven Influence Traits. Today, we move to the fourth of the Seven Influence Traits™ - Passion.

All of us are inspired by a story of passion.

Part Three in our series on the Seven Commitment Traits and Coaching Leaders.

In Part Two, we looked at coaching commitment. Next, we will discuss the third of the Seven Influence Traits™—Courage.

The Cowardly Lion

Little Toto, now that he had an enemy to face, ran barking toward the Lion, and the great beast had opened his mouth to bite the dog, when Dorothy, fearing Toto would be killed and heedless of danger, rushed forward and slapped the Lion upon his nose as hard as she could, while she cried out:

Part Two in our series on the Seven Commitment Traits and Coaching Leaders.

In Part One, we looked at coaching confidence, which is the foundational building block of all leadership and influence. Now, we will discuss the second of the Seven Influence Traits™.

Part One in our series on Coaching Leaders.

Confidence is foundational to leadership and influence when coaching leaders, but it is the one characteristic that is truly lacking in many emerging leaders. I see some leaders exhibit bravado and false self-confidence, but have a lack of true confidence when the tough decisions arise. Let’s turn to the topic of how we grow confidence in others. This is an important role of any coach, consultant, or leader.

In our series, Raising Up Leaders, we have discussed that 51%+ of any great leader’s job is to develop new leaders. This process of raising up leaders is VITAL to any organization’s long-term success.

In order to assess whether a potential leader has the competency needed for the role for which he or she is ultimately being considered, these competencies must be clearly defined. Without these clear definitions, there is no real target or yardstick by which to measure. Some leaders do this by “gut intuition,” but they are really operating from a set of competencies that are merely unwritten. The danger in this is that no one else in the organization can help the leader assess potential leaders because others can’t typically tap into the leader’s “assessment powers.” Documenting competencies allows for clearly assessing leadership potential and helping the prime leader identify future leaders. 

Finding charismatic potential leaders to develop involves paying attention to how they interact with other people; the traits that make up charisma are positive and appealing to others.  

The charismatic person uses his/her skills to influence others. If you can’t relate to people, it is impossible to lead them. 

Our models of charismatic people tend to be larger than life public figures, but every person possesses the ability to improve his/her charisma. For some this improvement will come very easy because of their natural wiring. For others, charisma can be improved at a much slower and more intentional pace because of personality traits.