15 items found
- 1-on-1 Coaching
Active clients can book a call with Dan here.
- Coaching’s unique value proposition…listening
“The most basic of all human needs is the need to be understood. The best way to understand people is to listen to them.” -Ralph Nichols Poor listening skills are creating many unnecessary problems such as misunderstandings, mistakes being made, distrust, and hurt feelings. Hearing is not listening. Hearing is a passive activity and is a natural process. Listening is a learned skill for which most people receive little training. Coaches are trained to listen. Listening is in part what their clients are paying for. Coaches listen to much more than their client’s spoken words. They listen for expressions, feelings, emotions, values, vision and the unique way the client perceives their world. Coaches use a variety of coaching skills, assessments and tools to help their clients move forward and achieve their goals. People hire coaches for a variety of reasons. They may be seeking more balance in their life, improved relationships, a more rewarding and fulfilling career, less financial pressure or have a desire to start a business. The perceived value of coaching is when the client’s goals are achieved through the coaching process. Coaching’s unrecognized unique value proposition is powerful listening. If you were to ask someone why they hired a coach, no one would tell you it was to be truly listened to. Yet, coaches are trained to listen at the highest level. This level of listening is so powerful the listener is unaware of anything around them. Very few people listen at this level. It’s as though nothing else exists beyond their connection to their speaker. At this level of listening, coaches take in all that they can observe with their senses: what they see, hear, smell and feel along with the emotional senses they are hearing. Through the impact of a coach’s masterful listening skills, clients can begin to sense the coach’s desire to really listen and understand their needs. Because people rarely experience listening at such a deep level, clients coming away from the conversation feeling as if somehow their life was enhanced and looking forward to their next conversation. “The experience of being understood, versus interpreted, is so compelling, you can charge admission.” -B. Joseph Pine II, The Experience Economy
- The Value of a Family Run Business
After spending most of my career working for family owned and operated businesses, I had the opportunity to be part of something bigger. The family run business that I grown with for more than 20 years merged with another business. Former owner operators filled seats on the board of directors and relinquished active daily management of the business. Suddenly, I had gone from working for a family run company to a very large privately held firm. Much had changed and it felt very different. The first year of operations had all the challenges you would expect when merging fairly large entities. The second year became what I will call the "new normal" and allowed me to reflect on what was new and what had been lost. New is a bigger, stronger and more efficient entity that will continue to grow through additional mergers and acquisitions, or be sold to anther larger competitor. Lost forever is the personal connections with the owners, their families, and other employees. Depending on your point of view, the new may be good and the lost bad. Mostly though, I believe it is just "what is". The value of the family run business is connection and opportunity. Connection to its employees and the community is where opportunities are created. If you personally know the owner and or the CEO, you feel more connected and will naturally want to contribute more. In smaller organizations, your contributions are more likely to be recognized which will lead to more opportunities. Reflecting back on the opportunities of the smaller organization, one of particular importance shows up for me. It is the opportunity to learn and grow in many different areas of management. For instance, a smaller organization may not have a fully developed human resources department. If you are a manager in this environment, you will undoubtably develop valuable and transferable skills in the HR area. The larger firm will likely have fully developed HR, IT, and customer service areas. A manager in this environment will rely on them to help solve problems and therefore his or her personal growth will be limited to the area they serve. If you are seeking a mid to upper level management position, consider the unique growth opportunities found a family run business.
- Maximizing Shareholder Value
The objective of management is to maximize shareholder value. To achieve that objective, most business leaders set strategies for and measure their results against areas like service quality, supplier satisfaction, current profitability, employee morale and overall operating costs. Managing these measures from a balanced perspective is critical to creating long-term shareholder value. An important, yet often overlooked measure is business culture. Setting strategy and measuring performance in this area will further enhance long-term shareholder value. Business culture is a living part of all businesses. It is your perception of what you are and your customer's perception of what you are. It is the values that businesses use to filter all their decision-making. The people in the business and the way they do things. Their attitudes, their beliefs and the way the communicate with one another. Succesful businesses possess a strong culture. One that encourages growth, innovation and has an overall positive environment. Strong business cultures do not develop themselves. Therefore, business leaders must build culture development into the company's strategy. Succesful businesses are a community asset. They provide a needed service to the community, employ its people, pay taxes, make capital investments and hopefully generate a reasonable and sustainable return on the shareholders investment. As part of their business culture, successful business leaders include community involvement in their company's strategy. They recognize that it is the community that is supporting their business. Business leaders that set a strategy for giving (time, talent, and treasure), help build a better community and therefore, a better business.
- About | Clear Purpose Coaching
About Dan Certified Executive Coach and Business Leader with 30+ years' experience in leadership roles and a long-term track record of success in business. BIO Dan Sitner Founder & Executive Coach Dan developed a passion for coaching during a long and successful career in wholesale distribution while leading many different and diverse teams. His leadership roles included General Manager, Regional Operations Manager, Sales Manager and Director of Delivery Operations. The teams he led varied in size from twenty-five to several hundred. Dan utilizes a relatively unique, well-researched, credible and validated coaching process to empower leaders and teams to achieve positive, long-term and measurable change in leadership effectiveness. His mission is to help individual leaders, from front-line supervisors to senior executives, and teams encourage leadership development in their organizations by openly developing themselves. Dan works with his clients under the guidance of Sue Matson, a highly experienced Master Coach and one of a handful of Marshall Goldsmith’s selected global coaches. Dan is the Founder and Certified Executive Coach at Clear Purpose Coaching, graduate of the International Coach Academy, member of the International Coach Federation, Certified Marshall Goldsmith Stakeholder Centered Coach, Hogan Certified for the use and interpretation of the Hogan personality-based assessment inventories, Rapport Leadership International Master Graduate, and a graduate of the Covey Leadership Centers Seven Habits of Highly Effective People.
- Executive Coaching | Clear Purpose Coaching | Portland
Executive Coaching Unique Process Drives Results How it Works Why it Works Used by Many Fortune 500 Companies Unique Value Proposition 95% OF LEADERS WHO INVOLVED STAKEHOLDERS IN THEIR LEADERSHIP DEVELOPMENT IMPROVED THEIR EFFECTIVENESS Results from 11,000 business leaders in 6 multinational companies on 4 continents. "Leadership is a Contact Sport" Strategy + Business by Marshall Goldsmith and Howard Morgan, How it Works Leader chooses a development goal from 360 assessment or behavioral interviews to improve his/her effectiveness in delivering the organization’s key strategic priorities for his/her role. Leader involves a small group of stakeholders by sharing the development goal and asking for ongoing feedback and “feedforward” (suggestions). Leader’s improvement is measured by periodic mini-surveys of stakeholder observations. Coach provides ongoing support and suggestions, ensuring that leader follows up with stakeholders. Why it Works “Going public” with a goal increases the leader’s accountability to achieve it. Changing behavior and perception in tandem ensures that a leader’s efforts to improve are visible to stakeholders and to the organization. Disciplined and time efficient process emphasizes stepwise change over time to achieve the development goal. Stakeholder mini-surveys measure improvement, something that is almost never even attempted in coaching or leadership development. Substantial research on the methodology shows that leaders who consistently involve stakeholders in their performance improvement efforts achieve results far superior to those who don’t. Organizations That Use Marshall Goldsmith Stakeholder Centered Coaching for Guaranteed and Measurable Leadership Growth More than 150 of the Fortune 500 companies and other notable organizations have been using Marshall Goldsmith Stakeholder Centered Coaching to measurably grow the leadership effectiveness of their executives and their teams. Hereunder is a sample of some of their recent clients. Our unique value proposition - guaranteed results! Stakeholder Centered Coaching differs from other more traditional coaching by bringing in the people who are affected by a Leaders behavior (Stakeholders) and its pioneering use of measurement at the end of the coaching assignment. Why involve Stakeholders? Systematic involvement of Stakeholders is the key to the process, essential for highly effective coaching and has a number of positively reinforcing factors: Enables quick identification of specific leadership behaviors that are most impactful for the leader to work on improving. Leverages those who work with the leader (Stakeholders) as the "experts" to drive change through daily execution on the job. In addition to the leader improving, co-workers perceive the progress, thus building the leader's status and bench strength in the organization. The Leader's Manager, Peers & Direct Reports (along with the coach) participate and support the Leader's change process resulting in an environment more conducive to change. Allows us to measure results. Stakeholders determine the degree of improvement, not the person being coached or the coach, through the periodic mini-survey process. Something rarely done in coaching. This process is so effective we guarantee results and only get paid in full when positive, measurable change in leadership behavior occurs.
- Executive Team Coaching | Clear Purpose Coaching
Team Coaching Utilizes the Same Principles and Practices of Individual Stakeholder Centered Coaching Addresses Different Organizational Needs than Individual Executive Coaching Team Coaching - How it Works Our team coaching process is guided by the three fundamental principles of Stakeholder Centered Coaching: Places the attention and focus on the Stakeholders as the "experts" to drive change through daily execution on the job. Emphasizes "feedforward" (suggestions for the future) vs feedback, focusing on the future not the past. Changing behavior and perception in parallel, ensuring that a leader’s efforts to improve are visible to stakeholders and to the organization. Common Situations for Team Coaching A new team is being created. A project team has critical organizational goals and timelines. Existing teams are demonstrating moderate to severe dysfunctional behavior. Highly interdependent teams are not working well together. A high performing or high potential team wants to get even better. The organization has identified several individuals with similar developmental needs and could benefit from working together as a team. Organization is looking for a more economical, time efficient process to provide coaching to several individuals.