Success Case Study
VERA ICONICA ARCHITECTURE
Revenue: Doubling each year
Number of Employees: 6
Length of time in coaching at Interview: 15 months
“Take the risk to change. It’s the hardest thing to do,
but it’s a lot better than being stressed out and being a slave to your company.
To see your own growth is incredibly rewarding.”
–Veronica Schreibeis, Founder of Vera Iconica Architecture
Veronica has rapidly scaled her company, while doubling revenue with strong profitability. In this Success Case Study, Veronica describes in-depth the ways she has utilized coaching to propel her growth.
by Dr. James Cummings
I was recently having a discussion with a colleague about leadership and growing my business. When I used the phrase, “transformational leadership” I was asked, “what’s that?” Continue reading
“Wants our business to be successful”
“Looks for ways to help instead of waiting on me to tell them what to do”
“Someone with similar values who cares about the mission of our team”
These are all descriptions business owners use when asked to describe their “dream” employee.
Yet, too often, business owners feel stuck with employees who fall very short of these descriptors. You may find yourself with a couple of good employees plus a number of employees show up, do some work, but don’t give it their all. In fact, there’s a word for this—“presenteeism.” These are employees who punch the clock and collect their paycheck. They wait for you to tell them what to do, then do a mediocre job with what you have asked of them. Continue reading
Last week I was having a conversation with a manager at a local business. We had scheduled this meeting to discuss strategy. Upon my arrival in her office, it was immediately made clear to me that we were going to be talking about something on her mind that was unrelated to our scheduled meeting. Her topic? “I’m super pissed off today about the people on my team.”
Dr. James Cummings
I speak to business leaders every day, and I hear a cluster of specific topics that are of concern for them. One of these relates to the idea “I have to tell people what to do everyday, or they don’t do anything!” Another relates to understanding the differences between leadership and management. Not surprisingly, these two challenges are closely intertwined.
Although the field of leadership is steadily gaining ground in both academic and professional literature, there is little agreement regarding what leadership actually is. I’ve been interested in the subject since before it became the topic de jour, and I have concluded that leadership is not one concept, but instead a rich, dynamic experience that has several facets to it. In order to understand leadership, it is important to break it down into these smaller parts. One of these smaller parts is understanding the difference between leadership and management; another is understanding the complex psychology behind motivation.