Month July 2023

Working With People of Various Backgrounds

Steve Keating 4 Comments

A handful of years ago, before the pandemic started, I had the opportunity to do a week’s worth of sales and leadership training for a group from Asia and Indonesia. I hadn’t done of lot of work with people from this part of the world and when I had they were usually part of a much bigger group. 

But this time it was just us, tucked in a small hotel conference room all day for several days. I was honored with outstanding feedback and comments about how much they learned that week. That was music to my ears. But here’s the other side of the story… no matter how much they learned from me, I learned more from them. 

I learned we had so much in common. Their lives, cultures and environments were all very different than what I had experienced growing up in suburban middle America. And yet as people, we had so much in common. Worries about our kids. Issues with our jobs, customers, the poor state of customer service. The lack of leadership from our country’s politicians was a common theme. 


On the business side the commonalities were even more plentiful. Difficult customers, price objections, poor employee moral and performance. The challenge to find good employees, adapting to changing marketplaces and the list went on and on. 

Aside from the fact that we looked a little different and one of us spoke with an American accent, we were, when it came down to it, almost identical. I suspect, actually I know, the same would be true for you. Even people we think are different than we are aren’t that different. 


Abraham Lincoln once said “ I really do not like that man, I must get to know him better.” Honest Abe understood that when you really know someone you’d be far more likely to understand their point of view. You’d also be less likely to dismiss it or dispute it. 


Today working with people of various backgrounds is essential in our diverse world. And as I’ve learned first hand it can lead to more productive and enriching experiences. It could lead to lasting relationships with people who are different but not so different than you. So here are a few ideas to help you effectively work with people from different backgrounds.

  • Educate yourself about different cultures, customs, and traditions. Be aware of potential cultural differences in communication styles, decision-making processes, and social norms. Avoid making assumptions based on stereotypes and treat each person as an individual.
  • Practice active listening when interacting with people from diverse backgrounds. Pay attention to their perspectives, concerns, and ideas without interrupting or judging. Show genuine interest in understanding their point of view.
  • Treat others with empathy and respect, regardless of their background. Show appreciation for their unique contributions and acknowledge their expertise. Create an inclusive environment where everyone feels valued.
  • Be flexible in your communication approach. Some individuals may prefer direct communication, while others might be more comfortable with indirect or indirect forms. Pay attention to verbal and non-verbal cues to gauge the most effective way to communicate.
  • Misunderstandings are inevitable when working with people from diverse backgrounds. If an issue arises, address it promptly and respectfully. Seek to understand the root of the problem and work together to find a solution.
  • Be mindful of the language and behavior you use. Avoid offensive jokes, slurs, or insensitive comments that might alienate or hurt others. Foster an atmosphere of inclusivity and acceptance. If there is one thing I learned the hard way it was that my humor didn’t always translate well. 
  • Embrace the opportunity to learn from others. Recognize that everyone has unique experiences and knowledge to offer. Be open to expanding your horizons and gaining new insights.
  • So I used to think that this whole “unconscious bias” stuff was some HR stuff or the stuff consultants are made of. I was wrong, it’s very real. We don’t even realize that our life experiences lead us to think a certain way. Not realizing why we thing the way we think causes the “un” part of unconscious bias. So recognize and challenge your unconscious biases. We all have biases that affect our perceptions and judgments. Acknowledging them allows us to make more objective decisions and treat everyone fairly.
  • In times of conflict, focus on the issues at hand rather than making it personal. Practice constructive conflict resolution. Try to understand each other’s perspectives to find common ground. The number one goal in conflict resolution should be to make certain all the parties involved maintain their self respect. 
  • Take the time to build strong relationships with your colleagues or team members. This builds trust and camaraderie, leading to more effective collaboration. It makes work, and life, more fun.

Working with people of various backgrounds can enrich our lives and enhance our ability to tackle complex challenges. Embrace the differences. Strive to create an environment where everyone feels valued for the simple reason that they are indeed, valuable.

When you use these ideas it’s actually possible you could even learn to work with, and even genuinely like, a Green Bay Packers fan. As outrageous as that sounds I can state unequivocally it’s true. 🙂

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month.

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success.

Here’s the link to my Twitter… https://twitter.com/leadtoday

When “they” Ain’t the Boss but Neither are You

Steve Keating Leave a comment

I like people who understand what being a leader actually means and yet they still want to be a leader. Those people are willing to invest a part of themselves in helping other people grow and succeed. While they may make a living by leading, their primary goal is to make a difference. A difference in their organization, I should add a positive difference, but even more importantly, a positive difference in the lives of the people they lead. 

I’m much less fond of people who merely want to be a boss. You know, those people who want power and control over other people. They often have oversized egos and most everything they do they do with an eye towards how it will benefit them. Those people are hard to work for but it’s even worse working with them. That’s because even though they have no real authority, or often, no ability, they act as if they do. 

They frequently try to bully people into doing what they tell them to do. They insinuate that “one day” they will be the boss and they will remember who did what they were told and especially remember those who didn’t. The veiled threat is intended to coerce compliance and often, it works. 

Working with people who think they are the boss but aren’t can be downright maddening. But unfortunately it happens so it’s essential to find effective ways to navigate the situation professionally. Here are a few ideas to work in that environment without looking uncooperative, resistant and less than a team player.

  • Regardless of their behavior, treat them with respect and professionalism. Avoid engaging in power struggles or arguments, as this can escalate tensions.
  • Try to understand why they may feel the need to assert authority. They might be compensating for insecurities or trying to gain recognition. Empathy can help you approach the situation more constructively.
  • While being respectful, assert yourself when necessary. Be confident in expressing your thoughts and ideas, and never let their behavior undermine your own sense of worth.
  • Clearly define your roles and responsibilities to avoid confusion. Politely but firmly remind them of your position and authority when they overstep their bounds.
  • If you face ongoing issues, consult your actual supervisor or even a higher authority in the organization. Explain the situation calmly, focusing on how it affects your work and the team dynamic.
  • Avoid confrontations in public or heated environments. Find a private setting where you can discuss the situation calmly and rationally.
  • Emphasize that everyone’s objective is to work toward the success of the team or project. Redirect the focus on achieving the best outcomes rather than power dynamics.
  • Collaborate with other team members and colleagues who may be experiencing similar challenges. Unity can create a supportive environment that challenges inappropriate behavior. But remember, “collaborating” doesn’t mean whisper campaigns full of complaining and rumors. If your collaboration doesn’t include solutions to the problem then you’re likely not helping anyone. 
  • Keep a record of any problematic encounters or instances where the individual oversteps boundaries. This documentation can be useful if you need to escalate the issue later.
  • In severe cases, involve a neutral third party or HR representative to mediate the situation and find a resolution. Don’t think for a minute that this is a gutless solution. These “bosses who aren’t bosses” can be a cancer in an organization and there’s no need for you to play Don Quixote and try to “fix” the situation on your own. 
  • Demonstrate leadership qualities in your own actions and decisions. Be someone others can look up to, irrespective of their perceived authority.
  • Use the situation as an opportunity for personal development. Learn from the experience and find ways to improve your own communication and conflict resolution skills.

People regularly can and do lead without a position of authority. They use influence, not coercion to lead people in a constructive and positive manner. They have the best interests of other people at the heart of everything they do. If you’re wondering in you’re being led by a leader without a position of leadership just ask yourself “what’s in it for them?” If nothing comes to mind they are likely leading.

If you’re wondering if you’re being bossed by a “boss who ain’t a boss” ask yourself the same question. It should take about a second to develop a list of everything that’s in it for them. And helping others is very unlikely to be on your list.

Remember that working with challenging personalities is part of professional life. Maintaining your composure and professionalism is crucial for your own well-being and career advancement. Never surrender control of your attitude or professionalism to a less professional person. Because it’s those two attributes that will eventually help you persevere.

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month.

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success.

Here’s the link to my Twitter… https://twitter.com/leadtoday

How to Work With Unethical People 

Steve Keating 4 Comments

Some people would tell you that figuring out what is ethical and what isn’t is hard. I do not agree with that. There’s a simple “test” to determine whether something is ethical. If you think there is even a slight possibility that something is unethical then it almost certainly is. 
If you’d be even the least bit embarrassed or concerned if someone found out you did it, then “it” is almost certainly unethical. 
People who struggle with whether something is ethical or not are usually only trying to convince themselves that something that is clearly unethical is actually ethical. They tell themselves “it’s not that big of a deal.” They tell themselves “well, I know other people who do it” so I can too.
Here are two rules I do my very best to live by. First, always remember that if something isn’t ethical then it’s unethical. There is no in between. Two, you’re either ethical all the time or you’re not ethical. Period. There is no such thing as “business ethics” or “personal ethics,” ethics are ethics all the time. 
Wrong is wrong even if everyone is doing it. Right is right even if no one is doing it. Living any other way only serves to cause you personal internal conflicts. Sneaking around, hoping no one finds out what you did or only being able to discuss it with other unethical people is no way to live. 
Working with unethical people can be challenging and uncomfortable. Unfortunately it is sometimes unavoidable in professional or personal settings. Here are some thoughts on how to navigate such situations.

  • Establish your personal and professional boundaries from the beginning. Make it clear that you won’t tolerate unethical behavior and ensure that you stick to your principles.
  • It’s crucial to know your values and principles and not compromise them due to the influence of unethical individuals. Maintain your integrity and don’t engage in or support any unethical actions.
  • Keep a record of any unethical behavior or actions you witness. This documentation can be useful in case you need to address the issue with higher authorities or HR at a later stage.
  • When dealing with unethical people, be careful with your communication and actions. Avoid sharing sensitive information or getting involved in any unethical activities.
  • If possible, find colleagues or friends who share your values and ethics. Having a support system can help you stay strong and provide guidance in handling difficult situations.
  • If you witness unethical behavior, consider addressing it with the person involved. Choose a private setting and approach the topic calmly and objectively. Avoid being confrontational, as it may lead to a defensive reaction.
  • If the unethical actions are affecting you or others in the workplace, it might be necessary to report the issue to a supervisor, manager, or HR department. Make sure to have your documentation ready to support your claims.
  • Working with unethical people can be mentally draining. Focus on your personal and professional growth, and try not to let their behavior negatively impact your career or well-being.
  • If the situation becomes unbearable and you see no positive change, consider whether it’s worth staying in that environment. Sometimes, it may be necessary to explore other job opportunities or find a way to distance yourself from the unethical individuals.
  • If the unethical behavior involves illegal activities, consider seeking legal advice to protect yourself and ensure you’re not inadvertently involved in any criminal actions.

Remember that every situation is unique. There’s no one-size-fits-all solution. It’s essential to trust your instincts and take appropriate action that aligns with your principles and personal circumstances. In extreme cases, consulting with an HR professional, an attorney, or an ethics advisor may be beneficial.
Above all, above absolutely everything else, never never ever sacrifice your core values just to get along with unethical people. They are most definitely not worth it and they never will be.

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month.

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success.

Here’s the link to my Twitter… https://twitter.com/leadtoday

Knowing When to Stay With a Company and When to Leave

Steve Keating 2 Comments

Some decisions are easy and some are hard. One of the hardest decisions can be knowing when it’s time to leave a company or job you’ve enjoyed. That’s especially true if you’ve been in the job for a long period of time. 

Sometimes you feel “stuck” in a job you’ve never really liked but hey, a paycheck is a payback. It just seems easier to stay then it would be to start over somewhere else. Whatever your particular case may be knowing when it’s time to leave a company can be a complex decision that depends on various factors. 
Here are some signs that might indicate it’s time to consider moving on.

  • If you’ve hit a plateau and there are limited opportunities for advancement within your current company, it might be a sign to explore new horizons elsewhere. Stagnation in your professional development can lead to frustration and dissatisfaction over time.
  • If you find yourself consistently uninterested or uninspired by the work you’re doing, it may be an indication that your passion and skills are better suited elsewhere. Feeling unfulfilled can affect your motivation, job satisfaction, and overall happiness.
  • If the company culture is unhealthy, with constant conflicts, disrespect, or a lack of support, it can significantly impact your well-being and productivity. A toxic work environment can have negative effects on your mental and emotional health. That makes it necessary to prioritize your well-being.
  • When your job demands consistently long hours, excessive overtime, or an unreasonable workload that leaves you with little time for personal life, it can lead to burnout. That negatively impacts your relationships and overall quality of life.
  • If the company you work for is experiencing financial difficulties, frequent layoffs, or a lack of direction, it can create uncertainty about job security and future prospects. Assess the company’s stability and consider how it aligns with your long-term career goals.
  • If the company’s values, mission, or ethics do not align with your own, it can lead to a sense of dissonance and discomfort. Having a sense of purpose and feeling aligned with your organization’s values is important for overall job satisfaction.
  • Sometimes, the decision to leave a company is driven by external factors. Receiving a more enticing job offer or finding an opportunity for growth that aligns better with your aspirations could be a reason to leave. Evaluate potential opportunities and weigh them against your current situation.

Companies and organizations change over time. When the culture of an organization isn’t carefully and consistently cultivated from the very top it can change very quickly. An uncultivated culture almost always changes for the worse. Even if the culture of your current organization used to be very good, if it no longer aligns with your personal values then it may be time to leave. 

It’s essential to remember that leaving a company is a personal decision. The significance of each factor may vary depending on your circumstances and priorities. Consider discussing your thoughts and concerns with trusted colleagues, mentors, or friends who can offer different perspectives to help you make an informed decision.

But when you know in your heart it’s time to go then go.

How to Work for a Micromanager

Steve Keating 6 Comments

I don’t know of anyone who would say they actually enjoy working for a micromanager. But not all micromanagers are created equal. Some people micromanage out of a pure love and passion for their organization. Their enthusiasm overtakes them and they want to be involved in all aspects of their organizations. 

Those micromanagers don’t understand how they may be limiting the growth of their people. They also don’t understand that limiting the growth of their people is a sure way to limit the growth of their organization. I can’t help but cut this type of micromanager some slack. 


The other type of micromanager not so much. The other type of micromanager is a control freak. They believe they can control everything from their people’s thoughts to every action they take. Many of these micromanagers do not trust their people. I’ve got no research to support this but it’s my personal opinion that they don’t trust themselves either. 


Think about that. They hire someone they believe to be qualified and then refuse to let them do their job. It’s easy for me to believe that they didn’t trust their hiring decision. They also tend to think that no one can do anything as good as they can. They often have oversized egos. 


Working for for that type of micromanager can be especially challenging. It can make you feel frustrated, restricted, and hinder your productivity. However, it’s important to find ways to navigate the situation and maintain a positive working relationship. If you develop an adversarial relationship with your boss you almost always lose. That’s why making an effort to keep your relationship positive and professional is always worth it. 


Here are some strategies to help you work effectively with a micromanager.

  • Try to understand why your boss is a micromanager. They may have experienced past failures, have a strong attention to detail, or lack trust in their team. Recognizing their motivations can help you empathize and adapt your approach accordingly.
  • Establish clear and open lines of communication with your boss. Regularly update them on your progress, share your plans and ideas, and ask for feedback. Proactively keeping them informed can help alleviate their need to constantly check up on you.
  • Seek clarity regarding your boss’s expectations for your work. Understand their preferred level of involvement and the specific details they want to be informed about. By aligning your work with their expectations, you can reduce the need for constant supervision.
  • One effective way to gain your boss’s trust and potentially reduce micromanagement is by consistently delivering high-quality work. When they see that you’re reliable and capable of producing excellent results, they may feel more comfortable giving you greater autonomy.
  • Try to anticipate your boss’s preferences and requirements in advance. By taking the initiative to meet their expectations without being told, you can demonstrate your ability to work independently and lessen their need for constant oversight.
  • Establishing trust is crucial in any professional relationship. Be reliable, meet deadlines, and follow through on your commitments. Proactively communicate any challenges or roadblocks you encounter, along with your proposed solutions. Over time, your boss may develop more confidence in your abilities, allowing for greater autonomy.
  • Seek feedback from your boss to understand their perspective and expectations better. By showing a willingness to learn and improve, you can demonstrate that you value their input and potentially lessen their inclination to micromanage.
  • If you’ve developed a good rapport with your boss, you might consider proposing a trial period where you have more autonomy to work independently. Discuss the potential benefits of this approach, such as increased productivity and improved trust, and assure your boss that you will keep them updated on your progress.
  • When faced with challenges or obstacles, try to present potential solutions to your boss instead of only highlighting the problems. This shows that you’re proactive and capable of handling difficulties independently, which can help alleviate their need to micromanage.
  • Despite the challenges of working with a micromanager, try to maintain a positive attitude. Avoid complaining or badmouthing your boss to colleagues, as it can create a negative work environment. Instead, focus on your own growth, seek support from coworkers, and engage in activities outside of work to reduce stress.

Remember, working with a micromanager requires patience and adaptability. By implementing these strategies, you can improve your working relationship, gradually earn your boss’s trust, and potentially reduce their micromanagement tendencies.

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month. 
If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success. 
Here’s the link to my Twitter… https://twitter.com/leadtoday 

How to Build a Culture of Continuous Learning 

Steve Keating 2 Comments

The most successful people learn something new almost everyday. So do the most successful organizations. Building a culture of continuous learning within an organization is crucial. It is the bedrock or organizational growth. It is the engine of innovation and adaptability. 

Here are some of the most important steps to take if you’re trying to establish such a culture of continuous learning in your organization.

  1. Begin by securing commitment from senior leadership to prioritize and promote continuous learning. Let me be perfectly clear on this. If you’re a Training and Education Leader without total commitment from your senior leadership then you didn’t have, don’t have, and will never have a culture of continuous learning. When leaders emphasize the importance of learning, it sets the tone for the entire organization.
  1. Clearly communicate the value and benefits of continuous learning to everyone. Help them understand that learning is not just about personal growth. It is also about improving performance.  It is about enhancing job satisfaction. It is about staying competitive in a rapidly evolving world.
  1. Encourage your people to set individual learning goals.  The goals should align with their professional development and organizational objectives. These goals can be tied to specific skills, knowledge areas, or competencies. They should be relevant to their roles, or perhaps to roles they one day hope to fill.
  1. Ensure that all team members have access to a variety of learning resources. This could include internal training programs, workshops, online courses, mentoring, or coaching. Consider offering a diverse range of options to cater to different learning styles and preferences.
  1. Encourage your people to allocate regular time for learning within their work schedules. This could be in the form of dedicated “learning hours” or flexible work arrangements. These should allow individuals to pursue learning initiatives without hindering their productivity.
  1. Create an environment that encourages curiosity, experimentation, and knowledge sharing. Encourage people to ask questions, seek feedback, and share their learnings with others. Recognize and reward those who actively engage in learning activities.
  1. Promote a culture where mistakes and failures are seen as learning opportunities rather than sources of blame or punishment. Encourage people to take risks, learn from their experiences, and share their insights with others.
  1. Provide regular feedback to team members on their learning progress. Offer consistent guidance on areas where improvement is needed. Encourage managers and team members to have open conversations about learning and development.
  1. Encourage collaboration and cross-functional learning by organizing group projects and team-based learning activities. Create an environment where employees can learn from one another and leverage their collective expertise.
  1. Seniors leaders want to know if the education programs are working. Establish metrics and evaluation methods to track the impact of continuous learning initiatives. Assess the effectiveness of training programs. Gather feedback from participants, and use data to refine and improve learning opportunities.

Organizations that learn more also tend to earn more. The same can be said for people. Earn comes before learn in the dictionary but in life it’s the opposite. Ya gotta learn before you can earn. 

Building a culture of continuous learning is an ongoing process. It requires consistent effort, reinforcement, and adaptability to changing needs. By encouraging a learning mindset throughout the organization, you can create an environment that encourages growth, innovation, and continuous improvement.


Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month. 
If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success. 

Here’s the link to my Twitter… https://twitter.com/leadtoday 

Coaching Uncoachable People

Steve Keating Leave a comment

Okay, so let’s get this out of the way up front. I know “Uncoachable” is not actually a word. I know this because the people at Apple say so. The spell check on my iPad says so and “uncoachable” is underlined in red throughout pages as I write this post. But I’ve told the iPad to “learn” that word and the red lines are gone. So we are now good to go. Just so you know. 

I have had the pleasure of coaching a whole lot of people through the years. At all levels of organizations. It’s very gratifying when someone tells me I’ve made a difference for them, in many ways that’s more valuable to me than a paycheck. 

But every now and then I come across someone who seems uncoachable. It’s not that they necessarily resist coaching. It’s more like they are immune to it. They don’t appear to hear it, they never respond to it. They most certainly don’t make any changes as a result of it. They are pleasant in their interactions and offer no resistance to the coaching. They offer no reaction at all. Almost as if the coaching never happened. It is very weird. 

While coaching individuals who are deemed “uncoachable” is indeed challenging, it’s not an impossible task. Here are some strategies that I’ve used through the years that might help you effectively coach people who seem uncoachable.

  • Building a strong relationship with the person you are coaching is essential. Take the time to understand their perspective, empathize with their challenges, and establish trust. Show genuine interest in their growth and well-being.
  • Uncoachable people often resist coaching because they fail to see the value or relevance of the process. Help them uncover their underlying motivations and goals. Understand what drives them and how coaching can align with their aspirations.
  • Instead of solely highlighting weaknesses or areas for improvement, emphasize their strengths. By acknowledging their existing capabilities and successes, you can help boost their confidence and create a more positive coaching environment.
  • Tailor your communication style to the individual’s preferences. Some people respond better to direct and assertive communication. Others may prefer a more empathetic and supportive approach. Adapt your coaching techniques accordingly to resonate with their needs.
  • Establish clear objectives and expectations for the coaching process. Make sure the individual understands what they are expected to achieve and the timeline involved. Break down larger goals into smaller, manageable steps to make progress more tangible.
  • When giving feedback, focus on specific behaviors or actions rather than generalizations. Frame feedback in a constructive manner and offer suggestions for improvement. Encourage self-reflection and accountability.
  • Help broaden their perspective by presenting alternative viewpoints or examples from your own experiences. Encourage critical thinking and open-mindedness. Sometimes, people may resist coaching because they have fixed ideas or limited perspectives.
  • If traditional coaching methods are not effective, explore alternative approaches. Adjust your coaching techniques to cater to their unique learning style and preferences. Some individuals may respond better to experiential activities, while others may benefit from visual aids or case studies.
  • Coaching “uncoachable” people will require patience and persistence. Change takes time, and setbacks are common. Maintain a positive attitude, stay committed, and celebrate even small victories along the way. Keep encouraging them to embrace the coaching process.
  • In some cases, it may be beneficial to involve a third party, such as a mediator to facilitate the coaching process. They can provide additional insights, offer guidance, or address any underlying issues that may be hindering progress.

Remember that coaching uncoachable individuals may not always yield immediate results. It requires perseverance, adaptability, and a genuine desire to support their growth. But remember this as well, helping another person improve their life is ALWAYS worth the effort. 

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month. 

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success. 

Here’s the link to my Twitter… https://twitter.com/leadtoday