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  How Groupthink Causes Teams to Fail
by Dr. Maynard Brusman - May, 2012
Teamwork demands shared responsibility, but it also demands individual contributions. It fails if team members shelter behind the consensus. ~ Robert Heller, Founding Editor, Management Today I recently spoke with the director of human resources at a San Francisco Bay Area company regarding providing executive coaching and leadership development for the executive team. The director of human resources asked some very ins...
 
  The New Groupthink: Problems with Teams
by Dr. Maynard Brusman - May, 2012
A recent survey found that 91 percent of high-level managers believe teams are the key to success. But the evidence doesn’t always support this assertion. There are insidious disadvantages to teamwork, notes Professor Heidi K. Gardner in her April 2012 Harvard Business Review article, “Coming Through When It Matters Most.” “Just when teams most need to draw on the full range of their members’ knowledge to produce the high...
 
  How to Develop Emotional Intelligence (EI)
by Dr. Maynard Brusman - May, 2012
I recently spoke with the director of human resources a San Francisco Bay Area company regarding providing executive coaching for the company’s CEO. The director of human resources asked some very insightful questions to determine whether we were a good fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating behavior change. She was very interested in my executive coac...
 
  Why CEOs Score Low in Emotional Intelligence (EI)
by Dr. Maynard Brusman - May, 2012
I recently spoke with the VP of Human Resources of a San Francisco Bay Area company regarding providing executive coaching for the company’s CEO. The VP of HR asked some very insightful questions to determine whether we were a good fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating behavior change. She was very interested in my executive coaching work with helping...
 
  Emotional Intelligence (EI) and Leadership
by Dr. Maynard Brusman - Apr, 2012
I recently spoke with the VP of Human Resources of a San Francisco Bay Area company regarding providing executive coaching for several of the company’s high performing leaders. The VP of HR asked some very powerful questions to determine whether we were a good fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating behavior change. She was very interested in my executi...
 
  Emotional Intelligence and Performance
by Dr. Maynard Brusman - Apr, 2012
I recently spoke with the VP of Human Resources of a San Francisco Bay Area company regarding providing executive coaching for several of the company’s high performing leaders. The VP of HR asked some very insightful questions to determine whether we were a good fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating behavior change. She was very interested in my execu...
 
  Emotional Intelligence Key to Star Performance
by Dr. Maynard Brusman - Apr, 2012
Emotional Intelligence Key to Star Performance More than anyone else, the boss creates the conditions that directly determine people’s ability to work well. ~ Daniel Goleman, Primal Leadership I recently spoke with the VP of Human Resources of a company regarding providing executive coaching for several of the company’s high performing leaders. The HR Director asked some very pertinent questions to determine fit. She speci...
 
  Leadership’s Link to Emotional Intelligence
by Dr. Maynard Brusman - Apr, 2012
Ever wonder why some of the most brilliant, well-educated people aren’t promoted, while those with fewer obvious skills climb the professional ladder? Chalk it up to emotional intelligence (EI), a term first coined in 1995 by psychologist Daniel Goleman in his New York Times bestseller Emotional Intelligence. In the United States, experts had assumed that high IQ was key to high performance. Decades of research now point to...
 
  Purpose-Driven Leadership – Focus on What Matters
by Dr. Maynard Brusman - Apr, 2012
People strive to be engaged in meaningful work. Humans, by nature, are a passionate species, and most of us seek out stimulating experiences. Companies that recognize this and actively cultivate and communicate a worthwhile corporate purpose become employers of choice. A major Gallup Organization research study identified 12 critical elements for creating highly engaged employees. About half deal with employees’ sense of...
 
  Purpose-Driven Leadership - Energy and Creative Flow
by Dr. Maynard Brusman - Mar, 2012
Purpose-Driven Leadership People enjoy being engaged in meaningful work. Humans, by nature, are a passionate species, and most of us seek out stimulating experiences. Companies that recognize this and actively cultivate and communicate a worthwhile corporate purpose become employers of choice. A major Gallup Organization research study identified 12 critical elements for creating highly engaged employees. About half deal wit...
 
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