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 the distracted executive. Natalie was at the end of her rope.

How do I get his attention? she asked, referring to her boss Mark.

I barely start talking and I can see he's not listening.

He's checking his email or his phone. Whatever he's doing, he sure isn't listening. And I know this isn't about me. He's like this with everyone.

I smiled to myself. everyone.

I smiled to myself.

Just the day before, I'd met Andre for our third coaching session.

During our initial meeting, I'd brought him his 16-page Meyers-Briggs type indicator report.

He'd flipped through the first couple pages, then tossed it on the table and changed the subject.

He'd begun our second coaching session by announcing that he'd cut our two-hour meeting down to one.

Then he'd proceeded to tell me about a problem his son was facing at college.

I listened while trying to figure out if there was some relevance to the story.

I arrived at our third session, knowing I wanted to convey one particular idea to him.

I felt doubtful he'd be able to hear it, but I was determined to get it out there.

I saw in Andre what I see in many executives, an inability to slow down and open himself to thoughtful engagement.

I felt this was what Natalie was experiencing with her boss Mark.

When I try to communicate with these distracted executives, I feel as though I'm standing on a train platform holding an important package that I need to hand deliver to the executive who's a passenger on the train. I see the train approaching and

I sense relief. Oh good I think this will be easy I'm good at this. Then I see the

train isn't slowing down but I still have to deliver my important package.

...