Welcome back to the Look and Sound of Leadership, an ongoing series of

executive coaching tips designed to help you be perceived in the workplace the

way you want to be perceived.

I'm Tom Henschel, your executive coach,

and today we're talking about defining success.

Ramesh ran the project management team in his company.

Because of his position, he was exposed to virtually all the executives and their teams. Few people in the company were as visible as Ramesh or as well

liked. When I asked why he wanted coaching he said, I had a coach six or seven years ago and it was great, but some new stuff is happening, so I thought I'd get a coach again.

I asked what he meant by new stuff, and he said, oh, just little little stuff a little bit of turnover a little

resistance to my ideas I just think it's time for a tune-up the feedback I gathered about Ramesh came back rousingly positive.

No single development issue surfaced, and on the one hand that was good there were no derailers looming

in his path. But neither were there any specific issues we could focus

on and get some big wins. Consequently, we began the coaching without having set clear goals.

Sometimes, coaching suffers from that sort of lack of direction,

but Ramesh was so smart and self-aware,

I trusted that we would find value wherever the coaching led us.

Quickly, our conversations covered topics from macro issues affecting the business at large,

to micro issues, like managing his direct reports. For example, we talked quite a bit about a direct

report of his named Catron. Ramesh had hired Catron himself, but now he was having doubts.

Her pedigree is perfect.

She should be able to do her job without breaking a sweat,

but she always seems to need help.

...