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Leadership Lessons Ripped from the Headlines

Through his work as an executive coach, leadership strategist, speaker and author, Scott Eblin has become known as a thought leader in identifying the behaviors that executives need to pick up and let go as they transition into new and larger roles. President of the leadership development and strategy firm The Eblin Group Inc., Scott is a former Fortune 500 executive, with a coaching client list that runs the gamut from Astra Zeneca to the U.S. Navy. He is the author of The Next Level: What Insiders Know About Executive Success which Business Book Review calls a “fascinating read” that “is full of potentially career-saving advice.”

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With so many things in play, it’s easy to lose track of all the major issues the Obama White House is dealing with. Today the focus is on the global economy and the G20 meeting. A few days earlier it was on establishing a new approach for taking on Al Qaeda in Afghanistan and Pakistan (Afpak). From the standpoint of media coverage and public attention, a quiet, but key, architect of the new Afpak policy has been Defense Secretary Robert Gates.

As the New York Times reported yesterday, Gates has now worked for eight U.S. presidents including Obama’s immediate predecessor, George W. Bush. Since leaders often have to work with a new boss (is there anyone at GM reading this?), I thought it would be interesting to see what tips can be gleaned from Gates on how to establish yourself quickly with a new boss while making a significant difference in a short amount of time.

Strengths and Weaknesses

by on March 31, 2009 11:30am
in The Next Level

I spent part of last week fulfilling some of my duties as a faculty member in the Georgetown Leadership Coaching Program.  One of the topics that comes up fairly frequently  in the coaching classroom is the great debate on whether leaders should focus on playing to their strengths or improving their weaknesses.  Books like Go Put Your Strengths to Work by Marcus Buckingham and a lot of the writing coming out of the Gallup Organization advocate focusing only on your strengths.

I beg to differ. If you want to be successful as a senior leader, you have to address both sides of the equation.  Strengths and weaknesses both matter – a lot.

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by on April 2, 2008 12:00pm
in The Next Level

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