I am a recovering management consultant. At some point it seemed to me that solutions for client problems seldom became a permanent fix----especially when leadership blind spots prevented seeing why the problem arose in the first place. So I began doing more personal and business coaching, helping executives and professionals grow and build capability in their personal and professional lives. Yet, few potential clients seem to know what an executive and business coach is and does----many continue to categorize me as a management consultant. And that's OK. The waters get muddy around the roles we play in changing times. Today, I discretely coaches people to build their leadership capability and get to where they want to be in life and at work. As a certified executive and business coach, I work with both men and women executives who are disappointed with their professional and personal development. In business coaching, I work with chief executive officers and boards of directors who are disappointed in their management team's leadership development, who struggle with energizing, empowering and motivating employees, want to improve corporate productivity, and build market share. I am also a frequent keynote speaker on the importance of leadership and facilitates leadership development seminars at corporate and association events. Additional professional information can be found by keying in "john agno" into the Google search engine.
Truth flows from universal law, not from personal views.
http://www.fastcompany.com/user/john-agno
CEO, Signature, Inc.
Private, Sole Proprietor employees, Human Resources industryCoach John G. Agno is your own cultural attache; keeping you abreast of what's effective in leadership. Research indicates that people learn better, retain more and are positively motivated when supported by regular coaching.
When a person faces a challenge and becomes stuck, he or she may seek the services of a personal coach. Once this commitment is made, the person begins to experience a different, more hopeful, world as his or her perceptions evolve in meeting the personal challenge.
Many corporate leaders are wrestling with trying to get their organizations to innovate through taking risks on-the-job. After years of cost-cutting initiatives and growing job insecurity, most executives don't feel like putting themselves on the line. Add to that the heightened expectations on individual performance, where a one-year term determines a large bonus, managers postpone risky decisions for fear of failure---making mistakes that could lead to innovative successes. That's why it is difficult for executives and their direct reports to make the shift from a play-it-safe corporate culture to an innovation-driven culture.
Leaders must pay attention to our own powerful inclinations not to change. This attention may help to discover within ourselves the force of a hidden immune system, a dynamic process reinforced by the corporate culture, by which we tend to prevent change. Dynamic equilibrium within the organization, like an immune system, powerfully and mysteriously tends to keep things pretty much as they are. But if we can unlock this system within the minds of management, the enterprise can release new energies on behalf of new ways of seeing and behaving.
We know that when people make decisions, their decisions are not just about rational data weighing of the pros and cons. Emotion is always there below the surface and the executive doesn't recognize how important those feelings are at the time of the decision.
University of Florida, Florida, United States
Bachelor’s degree.
Areas of study: Business Administration
