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Executive Coaching or Sales Coaching Is Not New Because It Is an Almost 2,500 Year Old Proven Process
Executive coaching or sales coaching is a popular trend of the 21st century. Yet, do you know the roots of this highly effective performance strategy? Maybe it is time for a brief history lesson.

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Local Entrepreneurship in Southeast Asia and Subsaharan Africa: Networks and Linkages to the Global Economy
For much of the past decade, the world has applauded the striking development performance of Indonesia, Malaysia and Thailand. Despite the setbacks caused by the present financial crisis in Asia, the rapid structural transformation and improvement in the standard of living in these three countries remains a powerful testament to the benefits of a strategy emphasizing industrial exports. African countries have tended to remain commodity exporters, and while Africa has remained largely untouched by the "Asian flu", the continent also missed out on the benefits of engagement with the global market.
Strategic Advice For Giving Feedback From Your Strategic Thinking Business Coach
One of the most critical activities of a coach, mentor, supervisor or anyone that oversees the work of others is to provide feedback to let them know, in a timely and ongoing way, how they are performing. People committed to continuous improvement welcome the opportunity to discuss their strengths and areas for improvement in their performance. Feedback must encourage self-reflection& raise self-awareness. Traditionally, formal feedback is planned as part of a performance appraisal and includes an assessment of how the person is progressing toward meeting his or her goals. Your Strategic Thinking Business Coach has some advice for those of you that do performance reviews and also offers ten (10) tips to help you achieve a productive and powerful feedback system with people you coach, mentor and/or supervise.

After The Show - Self Analysis A Critical Component to Improve Performance
An objective measurement of performance is the only way to plan and achieve continual improvement at subsequent shows.

Individual Improvement = Organizational Improvement
If you could find a tool that would provide beneficial feedback to employees that would lead to performance improvement and bottomline results to the organization, would you take advantage of it? Many organizations have found such a tool and found many uses for it. For a number of years, this tool was viewed as a fad but it has survived that first impression and become a tool for organizational improvement. This tool is multi-rater feedback or 360 degree feedback.

Benchmarking (Part 1)
To know how well we are doing, we need to compare ourselves to somebody else. Benchmarking is the process of comparing our performance to some kind of standard or to the competition - and using that comparison to drive improvement.
Managing the Likeable But Poor Performer
Telling the truth can be difficult but it does have its rewards. Ideally, the primary objective of a performance improvement / disciplinary conversation is to gain the employee's agreement to change behavior and return to fully acceptable performance.
Michael Scott, Motivation, and Just Listening
Performance Improvement too often gets pigeon-holed as either an HR or operational function. While there is a wealth of sales and marketing literature available, the fact remains that sales is the lifeblood of any business, and marketing is the vital strategic connection for business growth. Not providing performance management resources in these areas is simply not an option.

Matching Team Types and Focus
Managers' growing understanding of the power of a team-based organization has created an explosion of teams. We're now seeing a profusion of high-involvement teams, high-performance teams, corrective action teams, service and quality improvement teams, project teams, task forces, steering councils, process management and improvement teams, problem solving teams, cross-functional teams, departmental teams, work teams, regional or branch teams, self-directed and self-managed teams, semi-autonomous teams...to name just a few.

Process Management Pathways and Pitfalls (Part Two)
Make sure all your process improvement activities are clearly and tightly linked to your strategic imperatives. Each effort should also have highly focused and specific improvement goals (that are an aggressive, major stretch) and measurements. Establish feedback and follow-up steps for each process management and improvement team.

Stepping Back to Step Ahead Through Reviewing and Assessing
Our performance results are determined by what we finish, not by what we start. But whether it's diet and fitness, investments, leadership development, or organization change and improvement efforts, many people search for the quick and easy technique or approach. When the latest improvement fad doesn't create a quick transformation, the next hot book, guru, theory, or change program beckons.

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