Author: margaret@beatonexecutivecoaching.com

06 Feb

Posted at 04:07h in Look back. Look forward. by
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Today's post Look back. Look forward. Using the power of simplicity to succeed returns to the classic story of the hedgehog and the fox. The modern incarnation of the ancient Greek poem – made famous by Isiah Berlin – stems from Good to Great, the best-seller by Jim Collins. The Greek poem held that ‘The fox knows many things, but the hedgehog knows one big thing’. Hence the title of today's post Look back. Look forward. Using the power of simplicity to succeed.

31 Jan

Posted at 04:35h in Leading self by
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Stop managing the probable. Start leading what’s possible. exhorts my readers to lessen their reliance on a fixed mindset that there’s a standard way of doing things and strengthen their growth mindset that new and different ways can be learned.   Stop managing the probable. Start leading what’s possible. is drawn from the work of McKinsey over recent years. In January 2021 McKinsey wrote ‘Standard problem-solving works well with standard problems, but sometimes – as we have recently learned – we face unexpected and novel ones. Using the standard tool kit to narrow down the ways of addressing them is exactly what we should not do’.

24 Aug

Posted at 01:58h in Leading self by
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In the month since I posted Leading with inner agility on Letting go. Stepping up. leaders have shared with me their experiences of working with the idea of developing their inner agility. Their questions have prompted today’s post in which I delve deeper into practical ways to strengthen your inner agility. As a leader, you have your lens through which you see situations and personal and professional ways of responding that you have learned over many years. 

19 Jul

Posted at 08:03h in Leading self by
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The COVID-19 crisis, accelerating change and the geopolitical tensions of interdependence are amongst the profound, long-term phenomena making organisational agility an urgent global imperative. Witness rampant rethinking of business models, rapid embracing of digitalisation and adoption of radically different workplace practices. These disruptions call for transformational leaders. My post today outlines the challenge these leaders face and what personal practices can help them cope personally and professionally.

31 May

Posted at 05:17h in Personal brand by
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The reasons vary, but at some point in your executive career, you’ll need to reinvent yourself. Whether you want to advance more rapidly in your organisation, switch into a different kind of job or move to a new city, you must reinvent yourself by building on your unique talents and drawing on your passions.

09 Nov

Posted at 15:49h in Executive presence, Influencing others, Leadership by
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Own the room explores why and how commanding a strong leadership presence is critical in navigating career transitions effectively. Career progression is always associated with changes in your key audiences. And so success in a new role is heavily dependent on influencing how you are perceived by these audiences. The phrase owning the room was first used over a century ago to describe someone who drew positive attention to herself socially because of her manner speech and body language. Amy Jen Su’s and Muriel Wilkins’ Own the Room is a first-class book; I have used the title and some of their ideas in this post.

29 Sep

Posted at 12:15h in Influencing others, Page: Transformation Coaching by
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In Practising dialogue I examine the role and power of holding a conversation based on dialogue in contrast with a discussion or a debate. It’s through dialogue that people work together to create shared understanding; and thereby harness diversity, collective knowledge and fresh insights to enhance problem-solving and decision-making. Whereas, in discussions and debates the focus is more narrow and the intent is usually to arrive at one point of view as expeditiously as possible.

29 Jun

Posted at 18:50h in EQ, Leadership, Leading self by
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Controlling your emotions is a critical skill for leaders. How well you control your emotions influences your effectiveness as a leader, your personal wellbeing and the wellbeing of others. This ability is a function of your emotional intelligence (EQ). This post is about how you manage two of the components of EQ: Awareness of your emotions and How you react to and manage these emotions [1]. Awareness always comes first – you can’t control your emotions if you’re not aware of them.

11 Apr

Posted at 17:13h in Influencing others by
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Does this sound like leaders’ heaven to you? Imagine you are able to negotiate any deal, win arguments and influence people to do what you know needs doing. There’s ample evidence this is possible – the tool is rapport. This post is about the nature and power of rapport and how to build and use rapport to influence and persuade others, at all times with integrity. Importantly, using rapport is notabout being manipulative.

28 Feb

Posted at 07:58h in Leadership, Peak performance by
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While working with an executive coaching client facing a tricky change management situation, I came across Stop Overdoing Your Strengths, a telling HBR article by Bob Kaplan and Rob Kaiser. Kaplan’s and Kaiser’s messages about the dangers of over-doing your strengths as a leader are enduring, powerful truths. And their practical application helped my client see that the more forceful she became with her team, the less she succeeded in getting the results expected by the executive committee.

30 Jun

Posted at 14:55h in Influencing others, Page: Supervised Coaching by
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In today’s enterprises truly effective leaders deliver outcomes by persuading for results. Without the ability to persuade, a leader is hamstrung and cannot realise her or his vision where this requires the collective actions of others – direct reports, peers, superiors, clients, suppliers and other stakeholders. Competence in the art of persuasion enables a leader to get things done without coercion.