Coaching for Performance #2 – SUPPORTING

This is the second of three Posts on the subject of Performance Management and how the leader can drive for results with coaching. Post #2 – Supporting Performance. The other two are Planning Performance and Reviewing Performance.

What does supporting performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of supporting for performance. I then draw on the experience of two senior leaders I have worked with and observed in action.

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CRER – SONHAR – PLANEJAR – EXECUTAR

Como aumentar as suas chances de sucesso? Esse foi um dos tópicos discutido com estudantes de duas universidades do Brasil.


Na minha estada no Brasil, tive a honra e o privilégio de ter sido convidado para conversar com os acadêmicos de duas renomadas entidades de Ensino Superior na Região Sul do Brasil,  Univille e o Instituto Federal Catarinense.

Nessas sessões, tive a oportunidade de conhecer grandes mestres/professores e acadêmicos extremamente interessados, preparados e focados em seu desenvolvimento – uma inspiração para mim!

No convite, a expectativa inicial era para que eu falasse sobre minha profissão. Porém, devido ao termo de confidencialidade que mantenho com o projeto do qual hoje faço parte, busquei outro tópico.

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Coaching for Performance #1 – PLANNING

This is the first of three Posts on the subject of Performance Management and how the leader can drive for business results with coaching. Post #1 – Planning Performance. The next two are Supporting Performance and Reviewing Performance.

What does planning performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of planning performance. I then draw on the experience of two senior leaders I have worked with and observed in action.

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A Shark or a Fish

“Either you work hard for it, or you don’t work hard for it. Well, me and my brother, we work hard for our stuff. It don’t come easy. In life, you have to work. Either you want to be the shark of the ocean or the fish of the ocean…strength, no weakness!”

Do you want to be a Shark or a Fish? Check out the motivational wisdom of this nine year old on YouTube “Don’t Put Yourself Down, Motivate Yourself, Keep Yourself Up”. See his 45 second motivational YouTube Video that went viral on Facebook.

Leadership Interview: Caroline Wu ‘My Coaching Journey’

We follow the fortunes of a senior leader in China over a four year period as she learns and applies her coaching skills in three different and progressively more senior job roles and ends up Managing Director of a significant business unit with full P&L responsibility.

I first started working with the Top Team at Maersk Line East China Cluster (PRE) in Shanghai when I visited them in April 2011 to kick off the Coaching Master Class program. Caroline Wu was a member of the senior management team and starting out on her coaching journey.

I was very fortunate to be working with Caroline at that time. She translated my facilitator guide into Mandarin for the train-the-train roll out of the program. She also co-facilitated the program with me the following year for the North China Cluster (PRN) in Qingdao.

Here she reflects on that journey four years on. Caroline has been promoted twice in that period. I was lucky enough to capture her thoughts on her coaching journey at each stage. What has she learned along the way? What can we learn from her experiences?

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Procrastination and Creativity

It is not OK to miss deadlines. It is also not OK to meet a deadline by impacting negatively on quality. How I learnt to balance impatience to produce results with a need to focus on the quality of the outcome.


During the early start of my professional career, I gave a lot of value to get things done fast.  I was an impatient operator whose only focus was execution with acceptable results.  Now, ‘acceptable’ is very subjective word that can have a lot of different meanings depending of the one who use it.  Later I found out that acceptable results often lead to rework. Continue reading “Procrastination and Creativity”

Dreams I Dream for my Daughter. A Successful Business Woman.

In this article I share my personal perspective of women as professionals and what I dream for my daughter’s future in business. I want her to be respected by others for what she is, for what she knows and for her to become a successful business woman. That is the dream I dream for her!

The future of children is every parent’s lifetime project. In this article I share a short story about my Mom, the dreams I have for my daughter and how this is linked to my leadership style and women in the workforce.

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Leadership Interview: Hans Augusteijn ‘My Coaching Journey’

We follow the fortunes of a senior leader in Northern Europe over a three year period as he learns and applies his newly acquired coaching skills and ends up a senior director spreading the coaching gospel to his direct report leaders.

I first started working with the Top Team at Maersk Northern Europe Liner Operations Cluster (NEULOC) in Rotterdam when I visited them to kick off the Coaching Master Class program in December 2012. At that time Hans Augusteijn was a Senior General Manager, a member of the senior management team and starting out on his coaching journey. Here he reflects on that journey three years on. What has he learned along the way? What can we learn from his experiences?

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Change Leadership: The Eternal Search for Emotional Balance

How does the leader help their team see positive opportunities and embrace organisational change? Here is a simple model to help team members better understand their emotions, evaluate options, achieve emotional balance and make choices on the way forward.


I was sleeping last night when I suddenly woke up at 2 am and started thinking about the first team meeting that I planned to do next morning with my newly appointed unit of operational execution.  I was debating with myself of the best way of making them embrace change and achieve emotional balance. How could they achieve improvement and take ownership as leaders of the change we, as a team, wanted for our professional career and life enjoyment.  How could I explain to them that is good to have problems because this would become our driver that will make us feel so uncomfortable that we would be 100% convinced of the need of change for us?

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