VP EXECUTIVE COACHING

SERVICES

10 LEVERAGE
POINTS FOR
THIS QUARTER
 VPEC’S E.L.I.T.E. FRAMEWORK
E (EXECUTIVE PERFORMANCE)
Your own performance. Removing stress, emotions, maintaining
objectivity and giving you perspective.

L (LEADERSHIP TEAM)
Hiring and retaining top talent with a focus on your executive
team. Team player screening + execution.

I (INFLUENCE AND POWER)

Strengthening your influence and power with the board and
other executives. Flawless decisions with trust.

T (TOTAL COMPETITIVE ADVANTAGE)

Gearing your company, talent and initiatives for total
competitive domination. Help in strategic decisions.

E (EXECUTIVE STRATEGY)
Giving you objectivity and perspective in the face of big
strategic decisions, assessing risks and opportunities.
1. EMPLOYEE FIT &
SKILLS
MULTIPLE AVAILABLE FRAMEWORKS.
SIMPLEST = LENCIONI’S IDEAL TEAM PLAYER
HUMBLE = NO EGO. HUNGRY = DO MORE
THAN REQUIRED. SMART = COMMON SENSE IN
DEALING WITH OTHERS.
IMMEDIATELY SCREEN WHO LACKS THESE IN
YOUR LEADERSHIP TEAM. LACKING 1/3 = CAN
GROW. LACKING = 2/3 HARDER TO GROW.
EVERYONE EITHER GROWS OR GOES.

CONSTANTLY AND EXPLICITLY FOLLOW-UP ON

GROWTH. IN YOUR MIND YOU TOLD THEM 30
TIMES THEY NEED TO CHANGE. IN REALITY
YOU MIGHT HAVE TOLD THEM TWICE. AND
YOU WONDER WHY THEY HAVEN’T GROWN....
2. IDENTIFY TURF
WARS AND SILOS
HOMEWORK. WHICH ARE THE MOST
IMPORTANT DEPARTMENTS? WHICH
PROVIDE THE COMPANY THE MOST ROI?
WHICH ARE PROVIDING MORE VALUE?
IDENTIFY WHICH DEPARTMENTS ARE NOT
COOPERATING. OPTIMISE PROCESSES TO
CREATE CLEAR OWNERS. PROBLEMS COME
FROM JOINT OWNERSHIP.

IDENTIFY WHICH VALUES/CULTURE

ELEMENTS MIGHT BE CAUSING LACK OF
COOPERATION, AND CHANGE THEM ASAP.
CULTURE IS REFLECTED IN ACTIONS AND
ACTIONS ONLY. SO CHANGING PEOPLE’S
ACTIONS IS THE ONLY THING TO FOCUS ON.
3. FORCE OBJECTIVITY
AS AN EXECUTIVE, MOST OF YOUR
UNDERLYINGS WILL LIE OR GIVE YOU A
SKEWED VIEW.

SAME FOR OTHER EXECUTIVES AND THE

BOARD. YOUR VIEW IS ALWAYS FILTERED.

AN OBJECTIVE THIRD PARTY CAN HELP YOU

REGAIN PERSPECTIVE AND BE OBJECTIVE.
OTHERWISE, USE BEST EFFORT.

PROMOTING A CULTURE OF OPENNESS AND

REMOVING POLITICS/FAVORITISM IN BOARD
AND EXECS WILL MITIGATE YOU RECEIVING A
SKEWED VIEW.
4. PEAK MENTAL
STATES
YOU HAVE TO BE RUTHLESS, FUCKING
EXECUTE AND WILLING TO TAKE RISKS. ARE
YOU?
ARE YOU ASKING YOURSELF THE RIGHT
QUESTIONS EVERYDAY?

WHAT IS AFFECTING YOU? STRESS?

CONFLICT? PRESSURE?

ARE YOU MAINTAINING CLARITY OF VISION

AND COMMUNICATING THAT VISION? DO YOU
HAVE THE POWER/INFLUENCE TO DO IT?
WHAT ARE YOUR MOST POWERFUL
REFERENCES IN LIFE? YOUR TOP 3
EXPERIENCES? USE THOSE TO LEVERAGE
YOURSELF INTO BEING AT YOUR BEST.
5. BECOMING A COACH
YOU CAN SOLVE YOUR OWN ISSUES? GOOD.
NO YOU JUST HAVE TO SOLVE EVERYONE
ELSE’S.
DEALING WITH CONFLICTS: DETECT PEOPLE’S
PERSONALITY TYPES AND NEEDS. DO THEY
NEED EGO? RECOGNITION? HIGHER SALARY?
PEOPLE ARE USUAL BIG-PICTURE THINKERS
OR DETAIL THINKERS. DELEGATE BASED ON
WHICH OF THESE TWO THE TASK IS.
HOW MUCH DOES THE PERSON REPRESENT
THE COMPANY’S VALUES? ARE THEY A GOOD
MODEL? ALL SUBORDINATES MODEL THE
LEADER. HOW THEY ACT = ALL THAT MATTERS:
6. DEFINING
BOUNDARIES /
CODE OF CONDUCT
YOU ARE ALREADY A MODEL. WHAT YOU DO IS
NOT ONE OF THE THINGS YOUR
SUBORDINATES EMULATE. IT’S THE ONLY
THING THEY EMULATE.
DEFINE PERSONAL BOUNDARIES. WHAT DO
YOU NOT TOLERATE? WHAT DO YOU NOT
ACCEPT? WHAT DO YOU ACCEPT ALTHOUGH
CONTROVERSIAL? WHAT IS FINE? STATE THAT.
DEFINE THAT AT THE COMPANY LEVEL. WHAT
IS TOLERATED IN THE COMPANY? WHAT IS
ENCOURAGED? WHAT IS REPRESSED? THAT,
AND ONLY THAT, IS YOUR CULTURE.
7. TRUST WITH EXECS
AND BOARD
UNDERSTAND POINTS OF FRICTION. DO THEY
USUALLY HESITATE ON STRATEGY? DO THEY
HESITATE ON NOT HAVING CONTROL?

CONCEDE WITH EFFORT. GIVE SOMETHING IN

ORDER TO BUILD TRUST, BUT MAKE THEM
FEEL THEY WORKED FOR IT. THIS TECHNIQUE
HELPS BUILD TRUST IN NEGOTIATION.

COMMUNICATE ON A TAILORED, PERSONAL

LEVEL. DO THEY HAVE CHILDREN? DO THEY
LOVE GAMING? USE PARENTING OR GAMING
ANALOGIES WHEN SPEAKING WITH THEM.
GET THEM IN A HAPPY MOOD. HAPPY PEOPLE
SCRUTINISE LESS = ACCEPT MORE.
8. ACCURATELY
MEASURING
PERFORMANCE
AVOID VANITY METRICS AND WEASEL WORDS.
ELIMINATE “IMPORTANT WORDS”. FUCK THAT.
MEASURE THE THINGS AND ONLY THE THINGS
THAT ADD VALUE.
THE GAME IS RIGGED. YOUR RESOURCES ARE
LIMITED. UNDERSTANDING THAT IS THE FIRST
STEP TO MAKING THE MOST OUT OF THEM.
9. BRIDGING
OPERATIONS AND
VISION
VISION, CULTURE AND VALUES ARE ALL
INTERTWINED. IF PEOPLE ARE NOT ACTING
ON YOUR CULTURE AND VALUES, YOU HAVE A
DISCONNECT.
CLEARLY DEFINE CORE VALUES & CULTURE +
BOUNDARIES. WHAT HAPPENS IF SOMEONE
BREAKS ONE OF THEM? DO THEY NOT ONLY
HAVE NO PUNISHMENT BUT ARE PROMOTED?
ACTION IS ALL PEOPLE MODEL. ACTION
ACCORDING TO YOUR CULTURE IS ALL THAT
MATTERS FOR BRIDGING VISION &
OPERATIONS. EVERYTHING ELSE - MARKETING,
SPEECHES, WORDS - IS IRRELEVANT.
10. HAVING A
TRUSTED ADVISOR
IT’S LONELY AT THE TOP. YOU’RE MADE
RESPONSIBLE FOR FUCK-UPS IN YOUR
DEPARTMENT. YOU CAN BE REPLACED.
OTHERS BELOW YOU WANT YOUR POSITION.
IT’S CRUCIAL TO HAVE A SOUNDING BOARD
TO KEEP BIASES IN CHECK AND ASK YOU
QUESTIONS YOU DIDN’T EVEN THINK TO ASK.
ACCOUNTABILITY. EVERYBODY KNOWS
WHAT TO DO. BUT BY HAVING A DRILL
SERGEANT, YOU’RE FORCED TO FOLLOW
THROUGH.
EXECUTIVE COACH = #1 CHOICE, BUT THERE
ARE OTHER OPTIONS. AN OBJECTIVE
ADVISOR WITH NO STAKE IN THE COMPANY IS
A GOOD CONTINGENCY.
VP EXECUTIVE COACHING
SERVICES

10 LEVERAGE
POINTS FOR
THIS QUARTER
THANK YOU
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