I spoke with Barry M George.
Barry is a Certified Professional Coach and Advisor to Executives, Entrepreneurs and their Companies.
He’s a thought leader, author and motivational speaker on topics including organizational design, employee engagement, job fit, knowledge flow, cross generational communications, team building, human performance, work/life balance, neural linguistic programming, overcoming fear/doubt and the power of politics in business.
(More about Barry in the section Barry M George Bio, below)
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We discussed:
* how CEOs see and respond to digital disruption
* a key to a great coaching relationship
* Millennials and the new workplace environment
* indirect influence and why it is important
* how CEOs can deal with pressure to deliver short term shareholder value
Digital Disruption as Opportunity for Growth
How do CEOs see digital disruption – challenge, threat, or opportunity? And how can coaches help?
“One of the key elements of a great coaching relationship is the ability of the coach and their client to really be open and honest with each other and to create an environment in which the client has the opportunity to look at the world from a different perspective, a fresh awareness from what they do in their daily lives.”
“Digital disruption is oftentimes an excuse by a leader to cover their own inability to think outside of where they are, the way things have been and to look at new processes and look at what their clients are needing now – or what they required last week or last year.”
It’s a difficult shift for leaders, but a necessary one.
Millennials (Gen Y) and the New Age-Diverse Workforce
The technology industry is filled with Millennials and San Francisco is the “millennial capital of the world”.
The first time in history we have had five generations in the one workplace.
Previous generations, on reaching a mature 35-40, have had more similarities with the generation preceding them than differences. Millennials are the first generation that are so different from previous generations, in so many ways.
Millennial generation “thinks from its heart not its wallet”. Considering their parents’ experience – the 9/11 attacks, the 2008 global financial collapse – “they’ve seen that hard work, with a focus on money, gets you nothing”.
They admire philanthropists, want to work for companies that give back.
“They are collaborators and transparent.”
Indirect Influence
The new collaborative workplace environment is based on the need for indirect influence.
Indirect influence is where you as the leader let me share my knowledge with you, not just sharing your knowledge with me. It’s where leaders respect the values of their team and are interested in their unique thoughts and feelings.
What Keeps Business Leaders Awake at Night?
The waste of time and lack of productivity in their business from the 18% of time research shows employees spend trying to figure out what their managers want them to do.
(And listen for the first humorous but telling answer to the question – priceless!)
CEOs under Pressure for Shareholder Value, with Risk to Long Term Goals
No simple answer.
Have to demonstrate both operational excellence and commitment to long term goals.
Hold people accountable and develop a coaching culture in the company, that demonstrates an understanding that the company’s people are valued assets.
