Publications
Coaching For Emotional Intelligence: The Secret to Developing the Star Potential in Your Employees
Published by AMACOM, The American Management Association, 2006
Published by AMACOM, The American Management Association, 2006
In professions requiring formal education and a high degree of intelligence, 
what discriminates star performers from the rest of the pack? A growing body of research shows that in high IQ professions, IQ and training accounts for only about 10-20% of the variance in ranking performance. The remaining 90% is attributed to the personal and social competencies associated with emotional intelligence.
These findings have raised the bar for leaders charged with coaching and performance management. In today’s complex professional environment, coaches must address both what people do and how they do it. Managing performance is one thing. But coaching to enhance the development and expression of emotional intelligence raises the difficulty of coaching to a higher order of difficulty.
Developing emotional intelligence means coaches must make people aware of their “blind spots,” i.e., self-limiting personal quirks and interpersonal deficiencies that limit their ability to be successful, no matter how intelligent and highly trained they might be.
This requires leaders to develop relationships with their direct reports that will enable them to coach people on highly sensitive issues, employing strategies to limit and deal with defensive reactions. Learn how to talk about someone’s inability to control their anger. Employ coaching strategies to work with people who are too shy or lack the confidence to express opinions that need to be heard. Help people become aware of interpersonal mannerisms that limit their credibility.
No matter how brilliant and trained your direct reports may be, their ability to be successful is absolutely dependent on their personal and interpersonal effectiveness. This book provides a commonsense, practical approach to helping people develop those personal and interpersonal competencies necessary for them to live up to their potential.
These findings have raised the bar for leaders charged with coaching and performance management. In today’s complex professional environment, coaches must address both what people do and how they do it. Managing performance is one thing. But coaching to enhance the development and expression of emotional intelligence raises the difficulty of coaching to a higher order of difficulty.
Developing emotional intelligence means coaches must make people aware of their “blind spots,” i.e., self-limiting personal quirks and interpersonal deficiencies that limit their ability to be successful, no matter how intelligent and highly trained they might be.
This requires leaders to develop relationships with their direct reports that will enable them to coach people on highly sensitive issues, employing strategies to limit and deal with defensive reactions. Learn how to talk about someone’s inability to control their anger. Employ coaching strategies to work with people who are too shy or lack the confidence to express opinions that need to be heard. Help people become aware of interpersonal mannerisms that limit their credibility.
No matter how brilliant and trained your direct reports may be, their ability to be successful is absolutely dependent on their personal and interpersonal effectiveness. This book provides a commonsense, practical approach to helping people develop those personal and interpersonal competencies necessary for them to live up to their potential.
Working Relationships: Using Emotional Intelligence to Enhance Your Effectiveness With Others
Published by Davies-Black Publishing, a division of CPP, 1999.
The 2nd Edition was released in 2008 by Nicholas Braeley Publishing
Published by Davies-Black Publishing, a division of CPP, 1999.
The 2nd Edition was released in 2008 by Nicholas Braeley Publishing
This book opens with an exploration of relationships in the workplace. The overlap of personal and professional relationships at work confuses communication. When people are in conflict, they often take things personally. This makes effective communication difficult, if not impossible.
While everyone uses the word “teamwork,” few teams are equipped with a practical and shared model of how to build teams and accurately diagnose the source of conflicts that inevitably occur. The book describes how to “professionalize” conflict, rather than taking it personally. This defuses the emotions that can disrupt effective problem solving.
Included is a worksheet for preparing to raise a complex or emotionally-loaded issue. Readers are equipped with diagnosing conflict using the team development model presented in the book. It is far safer, and usually more accurate, to have a conversation about confusion about authority or role ambiguity as opposed to assuming that the other person involved is “turf building and deliberately intruding on my area of responsibility.” Once prepared to raise the issue professionally and avoid disruptive emotions caused by “personalizing” the conflict, they then follow a structured format for raising issues, solving problems, all the while avoiding doing damage to their relationships with the coworkers.
The Handbook of Interpersonal Skills Training:
16 Complete Training Modules for Building Working Relationships
This is a trainer’s guide containing training designs, lecture notes, overheads, and participant handouts. The topics include team development, conflict management, coaching, and the implementation of progressive discipline.
16 Complete Training Modules for Building Working Relationships
This is a trainer’s guide containing training designs, lecture notes, overheads, and participant handouts. The topics include team development, conflict management, coaching, and the implementation of progressive discipline.
The Mission-Driven Organization
by Bob Wall, Mark Sobol, & Robert Solum.
Originally by Prima Publishing in 1992 as The Visionary Leader, It was re-released under a new title in 1999.
The book addresses how to build an organization and a collaborative culture based on a shared commitment to mission, vision, and values. It is written as a how-to book, complete with detailed designs enabling leaders to facilitate groups in creating a company’s mission statement and core values. Also included is a process called “cascading” in which the mission and values are shared in open discussions with every team in the company.
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