My colleagues who run @StanfordBiz are promoting my Twitter feed today as a part of a campaign to spread the word about people at the school who are active on social media. (Thanks, Karen and Natalie!)
Assuming this effort converts some of their 318,000 followers into new visitors to this site, I thought it would be useful to explain who I am, what I do, and what you'll find here.
I'm a GSB alum from the Class of 2000, and in 2006 I established my executive coaching practice after a 15-year career in management. In 2007 I returned to the GSB to as part of the team that launched the Leadership Labs and the Arbuckle Leadership Fellows Program. Today I'm an Instructor at the school, and in addition to my ongoing work with Labs and Fellows, I teach The Art of Self-Coaching, a new course that I designed and launched this Spring. I also facilitate T-groups in Touchy Feely, and next Winter I'll teach my own section of the course as well.
In my coaching practice I work with senior leaders who are facing a new challenge or would like to be more fulfilled or effective in their roles. Most of my clients are tech CEOs in San Francisco, but I work with people from a wide range of fields and in locations around (and outside) the U.S.
I'm a contributor at HBR, and co-authored the HBR Guide to Coaching Employees. I'm also writing a book for HBR on self-coaching, the process of guiding our own growth and development, particularly through periods of transition, in both the personal and professional realms.
I've been blogging here continuously (if sometimes infrequently) since the end of 2004. I had no idea what I'd be writing about when I started--it was just an outlet for a wide range of topics that caught my attention. But I soon began to focus on leadership, management, communication, and related topics--a process very much related to my decision to pursue executive coaching as a profession. Here are ten posts that I think visitors referred by @StanfordBiz might find of interest:
- Planting a Flag (Thoughts on Teaching Leadership at Stanford)
- Startups as Human Systems
- Racing Up the Ladder of Inference
- Creating a Feedback-Rich Culture
- Babies, Bathwater and Goal-Setting
- The Illusion of Effectiveness (Doing vs. Leading)
- Ignoring Bandits and Building Resilience
- Risk Management (The Importance of Speaking Up)
- Five Leadership Lessons
- Pfeffer and Sutton on Leadership
Photo by Neotake Murayama. Yay Flickr and Creative Commons.