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The C-Suite Academy: How to Make Better Decisions

I was at the hospital with my very sick husband and my boss asked me if I wanted to proceed with my performance review. I said yes and the next 45 minutes were a blur as I received a tongue lashing for what I did not accomplish that year. While they acknowledged where I was target in my performance, I did not hear it because I NEVER and I mean NEVER get a poor review. On top of not knowing what condition my husband would emerge from the hospital, I was shell shocked to say the least.

Out of tough times comes reflection and new insights into personal performance for which I soon discovered I did not have good decision making skills when it came to prioritization. The gift of having a negative review was it short circuited the behavior of trying to do everything and failing in some of my priorities. I later took an online course in prioritization and good decision logic. Alas there is good news and bad news from this situation. My boss never followed up with me on how the training went and mentor me through the process. The good news is I practiced these skills on my own for which I’m grateful to carry this forward to teach aspiring C-suite leaders so they don’t have to struggle like I did.

Actionable tips to make a difference in days, not months.

A few simple tips I teach in the C-Suite Academy (CSA) are the following:

  • Write down your core values – by doing this, you establish a goal post for which you make decisions that impact your personal life.
  • Write down why you lead – this gives you clarity why you’ve worked so hard to get to this point and why you want to continue
  • Ask yourself how you lead – this will give you insight if you micromanage and are causing your own stress. 
  • How do you prioritize your work – do you block time to do emails, do you dedicate creative time, if an urgent item comes into your queue, do you have a process to manage it without disruption? I teach the Eisenhower Matrix to help define what is urgent vs. important and it’s been a game changer
  • Do you have a weekly or monthly 1:1 with your boss to manage priorities? If not, start now!
  • Is your boss also a mentor? If not, find that person fast so they can help you with perspective in making decisions while being grounded in your values and why you lead.

I wish I had a leader who would have taught me these things vs. simply giving me a poor review. It is because I was blindsided and had a professional setback that I quickly had to recover and now these insights I can share with you. 

For more information about C-Suite Academy (CSA) dedicated to the aspiring C-Suite leader, simply email me or connect with me for a quick chat.  I can’t wait to help you be successful and reach your goals!

For more resources, you can listen to The Drop In CEO Podcast or check out my book The CEO’s Compass will help you get on track in days not months. 

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Resources

Good Reads

Climbing the Right Mountain by Tony Martingnetti

I recently interviewed Tony and can’t wait for his interview to air. His book is an inspiration to help you follow the path you were meant to follow. While moving up in your career you seek to meet all your objectives; but pause and reflect as to what is the work you were meant to do? It may be different. 

Good Music

Music by Kevin Penskin

This song has a slightly sad note along with a playful melody. I often share songs with you that describe the moment I am in. I recently made a slight change to my streams of income in my business to support my goals. I realize it’s a temporary course correction for which it enables me to continue to move forward with my goals; such as the C-Suite Academy. Let me know what inspiration you get from this melody. 

Good Advice

My conversation with Dr. Jason Brooks affirmed my passion to help aspiring C-Suite Leaders. It is my hope and wish through providing you these amazing resources that I can move C-Suite leaders closer to their goals. 

“Leadership is the art of motivating and moving a group of people to

Accomplish a common goal and objective.”

– Dr. Jason Brooks

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Why It’s Time To Take The Doors off the C-Suite

I remember wishing many years ago that I could be a fly on the wall in the C-Suite meetings in order to better understand how and why decisions were made. When I finally got into the C-Suite, I realized that the way executives made decisions required a new level of critical thinking I had to master.

This developmental gap in my leadership training inspired me look for ways executives could be more transparent about the critical skills needed to join the C-Suite, especially for the aspiring C-Suite leaders could step in ready to showcase diverse thinking and innovation for the next generation.

So, why don’t we include the leaders of tomorrow in today’s conversations? Sure, there may be confidential matters that impact the company, but what about the other 75% of the time we spend behind closed doors?

The only thing standing in the way elevating and preparing your leaders is you. 

How will the aspiring C-Suite leaders of tomorrow learn how to present information and make important decisions? Even more importantly, having them with a voice at the table will help us to think differently. Their unique perspective and innocent questions are needed to help shape their future. What prevents us from inviting them to the table? Nothing! The only thing that stands in our way is the conscious decision to invite them. 

And while this piece is speaking to the C-Suite leaders of today, if you’re reading this and are an aspiring C-Suite leader, you can take control of your career now. Ask your boss to see if you can sit in on one of these meetings to observe and learn the process. Explain the value of gaining these insights and how they’ll make you a better leader. Bring those questions back to your 1:1 as part of your career development. By being proactive about your career, rather than wondering how decisions are made, you can learn the process now.  

In an article from Forbes, 14 Smart Ways for Managers to Get to the Next Executive Level , there is a section that mentions being positioned for leadership. While career advancement can be based on merits and politics, being in the right place at the right time with the right advocates can be quite helpful. 

If you google the personal development options for aspiring C-Suites, there is very little except a handful of articles of what to do to get to the C-Suite. All the content and advancement institutes are for the C-Suite executives already occupying that position. The vacuum in providing aspiring C-Suites is immense and I’m here to close that gap because I don’t want to see them struggle as much as I did.

For more information about C-Suite Academy (CSA) dedicated to the aspiring C-Suite leader, simply email me or connect with me for a quick chat.  I can’t wait to help you be successful and reach your goals!

For more resources, you can listen to The Drop In CEO Podcast or check out my book The CEO’s Compass will help you get on track in days not months. 

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Resources

Good Reads

The CEO’s Compass: Your Guide to Get Back on Track by Deborah A. Coviello – I’m suggesting my book this week not out of self promotion, but as a resource that will help you if you’re a C-Suite Leader assess the talent landscape and make changes to better prepare your next level of leadership. I suggest this book to the aspiring C-Suite because I deeply care about you. You can make changes now in the book that will help you to be better prepared for being the leader you were meant to be. 

Good Music

Pianist Marlowe Carruth’s Eternal Light – I often share what is happening in my life by the music that gives me join and this piece is akin to blazing a trail while experiencing joy. I’m starting to hit my stride with my business and creating offers that help the aspiring C-Suite Leader and this song affirms that work. If you need something to get you going on a project, this is a great song. 

Good Advice

“All I want to do is see you successful and struggle less. I want you to live a

fulfilling life for yourself, your family and your community.”

–Deb Coviello

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How to be a Memorable Networker

When you prepare to meet with someone, do you plan for an outcome or are you in the moment? Sometimes having a plan going into a conversation helps to ground you and ensure you get what you need from that interaction. This can avoid frustration for a person who perceives the balance of power may not be in their favor, a plan can be a crutch to get what you want. 

On the other hand, being present to simply experience the natural flow of a conversation is also quite powerful. Simply enjoying conversation that volleys back and forth is a great way of connecting with someone and enjoying the time learning about another person. Both of these approaches are good. 

As you ponder your approach to networking or conducting business, I have a few tips:

Don’t lecture!

After sharing how we were introduced, a little chit chat about the weather and where we live in the United States, I asked “so tell me more about yourself.” I wish I had never asked that question. The person proceeded to do a whiteboard presentation non-stop for the next 15 minutes sharing their unique thought leadership. It was very interesting, but when they stopped they asked “do you have any questions?” 

I was at a crossroads between acknowledging their amazing perspective and reacting to them that I felt lectured. I was so frustrated because they knew nothing about me and what information might be relatable to me personally or my business. It was one-sided and I was put off. However, I took the high road and shared my thoughts and simply asked the question, did they want to learn more about me? I must have caught them off guard and then they realized they had lectured me and back-tracked and asked to learn more about me. 

The rest of the time together was me trying to fill in a bit more about who I was and by the end of 30 minutes we had not built a meaningful relationship; simply an exchange of each other’s resume. The only memory of the person I had was talking points and little else.

Don’t let this be you! A conversation is about creating connection and we can only do that by volleying questions back and forth until we find deeper points of conversation. The specifics of what is exchanged is not important. If you want to remember the technical expertise of a person, you can ask for links to their website, social media or copies of their content for later reference. 

Do you know of people that are like this that you must interface with and you never seem to get across your points or evolve the relationships? What can you do to break the cycle and create a more meaningful exchange?

If networking is still a challenge for you, I offer a few suggestions:

  • Always have some small agenda to know what you need to keep it on track – introduction, points of common interest, learn about them, and ensure you have time to share what you do. 
  • Learn the art of interrupting. It could be as subtle as saying “I know what you mean” or “I agree with that statement.” Talking over them or finishing a sentence is an easy way to wake up the other person that they’ve been talking to for too long. They soon realize they’ve been talking too long and instantly yield to you and your point.
  • Wait until they’re done. Acknowledge them for their information. Share that they’ve used up the time and would be interested in a follow up conversation. They will soon recognize the error of not giving enough time to you to speak. They will often apologize and very quickly agree to giving you equal time and schedule the follow up. If they were not interested in the relationship they may say they’re open to a follow up meeting, but they’ll soon forget. They show their hand that they were not interested in being memorable. 

Ask more questions

Conversation should be approximately 50/50 in sharing of information and asking questions of the other person. The more you ask questions, the more the person appreciates you finding them interesting. You have touched on an emotional center and you are creating strong chemistry. Another important technique is to respond to the person about what you liked about what they said and the impact. You may share a quick story about yourself and how it aligns to your situation. Then ask another question to show deep interest.

The pitfall of this approach is it is a balance. There are some people that constantly ask you questions about yourself and after speaking or answering their questions, you’re exhausted and don’t know anything about the other person. Learn the art form of sharing your stories, but then ask them a question to turn the conversation around. Remember this is about seeking connection and you need to understand the other person’s stories, their values and points of similarity and differences. If the person has a hidden agenda, they’ll keep asking you questions. If they’re sincere about the relationship, they’ll start sharing their stories. 

Remember, it’s about the bond of connecting with the person that is important. We might forget some details, but I do encourage you to take notes for future reference if you continue to build the relationship. They will appreciate you remembering finer points of their personal life. You become “that guy” or “that gal” that people will say, “you got to meet this person because of something they remember you by. 

If you are an aspiring C-Suite Leader who wants to take control of their career, but still finds interactions challenging, I’d love to speak with you. This message is also for the leader of an organization who’s team has not mastered these skills; I can help. 

Simply email me or connect with me for a quick chat.  I can’t wait to help you be successful and reach your goals!

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Resources

Good Reads

The book of Storytelling by Michael Davis  Professional speaking is in my wheelhouse and I’m forever refining my craft to connect with people. Michael Davis has been on my podcast and I on his. He has amazing resources including this book that will help you be a more effective speaker and connect with your audience. 

Good Music

Juniper by Philip Daniel it’s another light piece that inspires me to think of positive experiences, exchanges with individuals and the possibility of creating value for others. Simply enjoy and think about the feelings it evokes in you. 

Good Advice

“Speaking is serving. It’s not about me. I’m the messenger. The most important

thing is the message.”

–Lisa Evans

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Three Things CEOs Do to Make Their Year Successful

As I looked around the table at the amazing talent I had assembled for learning about the North America Quality Group, I realized I had a BIG problem. They were all respected subject matter experts, but they lacked leadership and influence skills. Normally I would have to play block & tackle to drive initiatives where my team lacked those skills. Instead I took personal accountability to elevate their leadership skills for a greater impact. 

Does this sound familiar? Have you been fortunate enough to have an amazing talent pool, but felt depleted because so often you would have to make up for short-comings in their skills? Do they have challenges handling conflict so you have to step in? Do they know their “stuff,” but can’t drive change with consensus? Do they focus on simply transactional work and can’t create a strategy to drive long term change? These are some of the most common pitfalls I see in a team of experts for which you and I as leaders must fill in the gaps. There’s an easier way in 2022 to achieve your goals with less effort.

I’ve seen many leaders of teams struggle with this issue. However, if you are reading this and you’re an aspiring C-suite leader who simply needs some tools for elevating your capability, you’ve also come to the right place. I’m here to help you as well. 

Build a strategy for accountability

First things first; do you have a strategy for 2022 goals? These can be personal or for your organization. If not, have you ever built a strategy? In my last corporate role, I had to duct tape my strategy, taking the corporate strategy and modifying it to my role and my deliverables. I later realized my team also did not have the skills to build a strategy and a roadmap to drive change within their function. It became apparent to me that the framework did not exist and I created it in my book The CEO’s Compass: Your Guide to Get Back on Track. 

Once you’ve built the strategy, you need an accountability tool to keep yourself on target each day, week and month until you’ve achieved the goals. I created this accountability tool for myself and it served as the foundation for helping my team do the same for their deliverables. In my book, we further discuss restructuring the monthly one-to-one meetings to focus on essential skills needed to achieve the goals and then on the strategic deliverables. The monthly one-to-one’s served as team accountability to ensure they had everything they needed to be successful. 

A leader needs personal accountability to allocate some time each day to advance the strategy. I find when I work with leaders to provide the framework they need, it makes the process quite easy and you get a higher success rate in achieving your personal and team goals. 

The book The CEO’s Compass has links to resources pages for all of the tools and templates you need to build a strategy and for personal accountability. If you need me to walk through this with you, let’s book a short call so I can support you. 

Have the courage to ask for help

Let’s assume that building a strategy and having monthly accountability sessions with your team makes sense, but you realize developing their essential skills needs more work than you have capacity. What do you do now? You may reach out to HR for resources or google a workshop that you think can help, but in the end, these resources only deliver awareness, but rarely achieve noticeable results. Developing essential skills takes teaching and mentoring for sustainability. You know this in your gut, but still feel helpless to know what to do next. And while you’re mulling this capacity & capability issue, you’ve gotten 50 more emails and the phone is starting to ring. You put this task aside only to realize it’s going to come back and bite you. 

I knew this challenge when I was leading an organization and I had to develop those skills while also doing my job as the Director of Quality. From this experience, I developed the C-Suite Leadership Academy designed for the leaders of tomorrow that is ready for deployment and in partnership with your needs. We offer group training and individual coaching to build the unique capability for each individual. I extend this offer to you because I know the challenges you have ahead of you and I simply don’t want to see you struggle anymore. I want you to move from saying “How do I have time for this” to “I’m grateful I’ve found a partner that can help guide me.” 

The only thing standing in the way of making a decision is something as simple as courage. It is having the courage to simply ask for help to build the capability you need on your team. If this makes sense, but you’d like to learn more about applying it to your situation, you can email me or simply grab a few minutes on my calendar. 

Make value vs. cost-based decisions

I’d like you to take out a piece of paper and pen and go through a quick exercise to estimate your time spent in mitigating issues. These are issues that you had to jump in and “fix” something because your team did not have the essential skills. It’s a quick formula, but it may make decision making easier based on value vs. simply cost: 

Value = # Hours / Month resolving issues X your $ Hourly compensation

For Example, if you spend 5 hours per month resolving an issue and your hourly rate is $75 per hour, the formula would look like this:

5 hours X 75 per hour = 4,500

Value  = $4,500

What if you invested that same amount of your value into developing your people. Sure, you still need to coach them, but you gain back the time you need to work on strategic work. Remember you are accountable for the strategic work and through your leadership and courage, you can leverage resources to round out the capability of your team. 

Now, let me be transparent with you. I WISH I had the external resources to have helped me to develop the essential skills of my team. It was a lot of work to coach the skills they needed for higher impact.  Because I did the hard work to see what was needed and I now have clarity and an offer to help build that capability for you. If you see the same gap on your team, I’d love to help you. 

Simply email me or connect with me for a quick chat. 

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Resources

Good Reads

“The Inside of my Eyeballs” by Deborah A. Coviello – a little bit of humor, but seriously, these past weeks I focused on sleep… a lot of sleep! While many take this time to rest and catch up on reading, I took the position to empty my brain and simply “being” vs. “doing”. By doing so, I was able to create my goals and strategy for 2022. Now that it’s running, I can make time to read again and share my best with you. 

Good Music

“Blizzard” by Thomas Bergersen – this week the temperatures are changing and winter is finally arriving where I live in Cincinnati Ohio. While people make preparations for “the worst” when a Blizzard comes through, I see it as an opportunity to hunker down and reflect on it’s beauty and powerful force. The beautiful snow represents new beginnings and a clean slate. The immense impact of nature can be yours as well. Is 2022 your year to make a major impact? 

Good Advice

“If you want to be unleashed and you want to be unstoppable, you need to clear out your subconscious mind with anything that’s holding you up.”

-Mike “C-Roc” Ciorrocco

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P.S. Do you have insights to share with CEOs? I’m currently accepting applications for my weekly live show on LinkedIn. You can apply here.

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