Accelerating Your Development as a Leader: A Guide for Leaders and Their Managers

Case in Point: Kirk

Kirk, a coaching client of mine, was a general manager within a mid-size engineering company. One of Kirk's issues was that he tended to become stressed out over the course of a workday and to take this stress out on his work team in the form of critical comments and angry tirades. During our first few sessions, I realized that Kirk was a very private person. This meant that before he attempted to work through tough problems he needed to have time during the day to pull back and think about things. The problem was that Kirk's job left him little time to go “offline.” Instead, from the moment he walked in each day he was continually inundated with the demands of other people. During our first meeting, I also noticed that Kirk ...