Come to the Edge



“Come to the edge.

We might fall.

Come to the edge.

It's too high!

COME TO THE EDGE!

And they came,

And he pushed,

And they flew.”

- Christopher Logue



I’ve learned over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking. Mindful leaders come to the edge and inspire followers.



One of my CEO executive coaching clients confided in me this week that he was struggling to convince several of his senior executives on changing their company culture to be more collaborative and compassionate based on cultivating mutual respect and trust. The data from a recent company engagement survey indicated that far too many employees weren’t engaged with the mission and vision of the company.



The CEO wanted to create a new high performance culture for the company, but was encountering a lot of resistance from some executive team members fearful of change. We engaged in a pretty fierce coaching conversation about how to help his leaders develop a more growth-oriented mindset.



The executive team members needed to become less resistant, and learn how to embrace the new culture and be open to change and new possibilities. Being mindful language modeled on non-violent communication would be key to emotionally connect with and engage their workforce.



“When nothing is sure, everything is possible.” ― Margaret Drabble



Corporate Culture Drives Results



“The person who figures out how to harness the collective genius of their organization is going to blow the competition away.” ~ Walter Wriston



If your people continue to think and act as they do now, can you expect to achieve the results you need? If your answer is no, then changing your organizational culture is not an option—it’s an imperative.



Research shows that the right culture champions high levels of performance. When organizations design and support a culture that encourages outstanding individual and team contribution, they achieve amazing bottom-line results. By harnessing the power of culture, you can change the game by growing faster than your competitors and improve your value proposition.



Employee accountability and engagement are the driving forces behind achieving great results. As a mindful leader, it’s your job to help employees see how their participation contributes to your organization’s success. Employees become engaged when they can describe their role in outcomes and desired results.



In a culture of accountability, people step forward to become part of the solution — often when they begin to see others doing it. Managers should seize every opportunity to model this behavior with their own attitudes and actions, which will create a trickle-down effect.



Remember that cultures are powerful, and persistent, and that people are entrenched in their habits and work routines. If you want to achieve new or different results, you will need to create a new culture. To do so, you must define the needed shifts in the way people think and act so they can create new experiences that will translate into new beliefs and actions.



When everyone buys into creating new results, you are accelerating the necessary cultural transition. It doesn’t happen easily. It requires dialogue, engagement, debate and leadership.



Your culture produces your results. If you need a change in results, then you need a change in culture. Your culture is always working, either for you or against you.



At our subsequent coaching meetings, the CEO reported that his senior executives found the strategy questions provided clarity and were on board. The members of the executive team thought that if he was so passionate about his belief in creating a new culture and strategy, that they began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.



“The breezes at dawn have secrets to tell you

Don't go back to sleep!

You must ask for what you really want.

Don't go back to sleep!

People are going back and forth

across the doorsill where the two worlds touch,

The door is round and open

Don't go back to sleep!” – Rumi



Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward. In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally.



One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.