Leadership

The way I define coaching is behavioral. Can you stay curious a little bit longer? Can you rush to action and advice-giving a little bit more slowly?

They aren’t scared of confrontation; they are willing to be brutally honest and are always genuine. They are always willing to do the right thing when the right thing isn’t popular. They are strong in their convictions. There is no gray area — nothing is left to interpretation, as leaders have a distinctive plan and are willing to always evaluate i

You have to bet on yourself and how you're different to make it work," he said.

The reason Riley has his incredible resume is that he understands leaders don’t need a resume or banners. They need: 1. Honesty without fear of confrontation. 2. Be direct, don’t pull punches, but don’t act in anger. 3. Set the standard, become the standard. 4. Don’t play favorites. 5. Remain confident with a sense of humility. 6. Blame no one. 7.

I sign off my emails now with, “You’re awesome, and you’re doing great.” I think that’s a mantra for my life, which is having a good sense of self-belief, and even when things are going badly, I’m probably doing the best I can. You can’t always control the circumstances or how things play out. You can only commit to the process.

Curiosity unlocks insight about the situation and yourself. Curiosity helps people feel seen, understood and encouraged. If you lead with curiosity, it’s a more powerful place to lead from most of the time.

Every organization needs some type of scale or monitoring device, not to measure employees’ weights, but rather to check on accountability and set a benchmark for progress. - Daily Coach

I think “And what else?” is the best coaching question in the world. It does two things: It extends the period of curiosity, and it tames your advice monster.

Actually, what’s really powerful is to give people responsibility for their own freedom. There’s this paradoxical way of showing love.