• Chess board - Strategic thinking
    Executive Presence,  Leadership

    You Were Asked To Be More Strategic, Now What?

    Engineering and STEM Leaders often receive this feedback, “you need to be more strategic,” when they are passed up for a promotion. Yet, they have minimal idea of what that would look like for their context. I shed some light on what it means to be strategic and improve our strategic thinking while staying true to our authentic selves. What Does Strategy Mean  This article, Strategy versus tactics: the difference is execution, defined it as A strategy is your overarching plan for achieving your goals, but it doesn’t get bogged down in specifics. You can think of this as your compass, guiding your organization toward your objective. On the other…

  • Two people talking
    Coaching,  Communication,  Leadership,  Neuroscience

    Do You Dread Giving Feedback? There Is A Better Way.

    Giving feedback is a regular part of a manager’s job responsibility, but most of us are uncomfortable with it. David Rock and his colleagues from the NeuroLeadership Institute wrote in this article, “Typical feedback conversations are about as pleasant as a root canal. Managers dread them because it’s often unclear what feedback the employee wants or needs. Employees dread them because even light criticism can feel like an assault on their status and credibility.” David Rock, The Neuroleadership Institute People want feedback. A feedback loop is what makes organisms survive on this earth. In a podcast, Oprah Winfrey mentioned that all her guests, including Beyonce and President Obama, asked her…

  • Career satisfaction,  EQ,  Happiness,  Leadership,  Success Strategy

    What A Car Can Teach Us About A Successful Career

    I was talking to Andrea, a leader in a big corporate here in the Seattle area. Brilliant and hardworking she was; her resume spoke for itself. As a senior director role in this new job, she was facing some challenges. The main feedback was, others didn’t know what value she was bringing to the organization; they were not aware of her contribution. The solution in her mind was simple – only if she had the skill of being vocal in meetings and prolific enough to blow her own horn. Deep inside, though, she was not feeling confident about her contribution either. All her time was spent getting the team settled…