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Helping successful leaders get even better

Helping successful leaders get even better Purpose – This paper aims to describe the steps used to help any successful person change their interpersonal behavior at work and at home. Design/methodology/approach – Provides a review of “before‐and‐after” studies with tens of thousands of coaching participants from large corporations, each in a different sector with very different competitive pressures. Findings – There are four key beliefs that tend to differentiate more successful people from their peers, and some specific coaching approaches that are more effective in working with this population. Research limitations/implications – While much more research needs to be done on this topic, there is a clear body of knowledge that can help make the best performers even better. Practical implications – If successful people see the connection between their behavior change goals and their personal goals, they will be much more likely to change. Have the successful person receive input on one to two important, self‐selected behaviors as perceived by important, self‐selected raters. Then have the person involve these respected colleagues in the behavior change process. Finally, teach the successful person's colleagues to be helpful coaches, not cynics, critics or judges. Originality/value – Most research on behavioral change has focused on dysfunctional behavior. In this paper, the author presents knowledge on the unique challenges involved in helping successful people, rather than focusing on dysfunctional people. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Strategy Series Emerald Publishing

Helping successful leaders get even better

Business Strategy Series , Volume 9 (3): 9 – Apr 25, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-5637
DOI
10.1108/17515630810873311
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to describe the steps used to help any successful person change their interpersonal behavior at work and at home. Design/methodology/approach – Provides a review of “before‐and‐after” studies with tens of thousands of coaching participants from large corporations, each in a different sector with very different competitive pressures. Findings – There are four key beliefs that tend to differentiate more successful people from their peers, and some specific coaching approaches that are more effective in working with this population. Research limitations/implications – While much more research needs to be done on this topic, there is a clear body of knowledge that can help make the best performers even better. Practical implications – If successful people see the connection between their behavior change goals and their personal goals, they will be much more likely to change. Have the successful person receive input on one to two important, self‐selected behaviors as perceived by important, self‐selected raters. Then have the person involve these respected colleagues in the behavior change process. Finally, teach the successful person's colleagues to be helpful coaches, not cynics, critics or judges. Originality/value – Most research on behavioral change has focused on dysfunctional behavior. In this paper, the author presents knowledge on the unique challenges involved in helping successful people, rather than focusing on dysfunctional people.

Journal

Business Strategy SeriesEmerald Publishing

Published: Apr 25, 2008

Keywords: Leaders; Interpersonal relations; Behaviour modification

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