The problems that arise when managers are not skilled at working with others or managing their own performance can—and do—have enormous impact on the success of their companies. And, the challenges facing businesses today are more diverse, complex and demanding than ever.

Leadership Is Relationship™ (LIR) is a six-month, one-on-one business coaching program that focuses the participant on resolving his or her performance and professional relationship problems and helps companies meet organizational challenges.

We have found that most personnel problems fall into five general categories:

• Unskillful professional relationships
• Communication breakdowns
• Poor emotional management
• Performance efficiency issues
• Lack of responsibility and accountability

Examples of organizational challenges that LIR addresses are:

• Grooming for and managing succession
• Building collaborative executive/manager/staff relationships 
• Coaching staff through major change initiatives
• Adjusting to rapid growth
• Sustaining a company culture of possibility, innovation and excellence

What follows is an in-depth look into one category in each of the
Problems and Challenges lists above.

Problem: Lack of Responsibility and Accountability

We have found that sometimes managers and departments are not consistently responsible and accountable for producing expected results. Here are some examples of evidence of this problem:

• People don’t do what they say
• Operating from opinions more than facts
• Lack of flexibility and willingness to consider other points of view
• Supervisors do not mentor or empower employees
• Mixed messages sent to customers
• Personal agendas prevalent
• Unwillingness to exceed what is expected

LIR participants are coached to:

• Observe themselves for coherence in what they say, do and communicate non-verbally to others
• Clarify their own position on issues and listen generously to what others have to say
• Question themselves regarding personal biases that may be interfering with swift and effective action
• Build and maintain trust with superiors, colleagues, reports and customers
• Be willing to directly address “difficult” issues at work and skillful at their resolution
• Identify and define personal and organizational values and regularly examine their actions for evidence of both

Challenge: Grooming for and Managing Succession

Managers-to-be, new managers and even seasoned managers are expected to know (frequently with little to no guidance or training) how to bring out the best in their reports, or at least get the job done with a minimum of breakdowns. These managers have supervisors who should know how to mentor them in gaining the necessary skills to be successful in producing good results. Too often, however, these supervisors have neither the time nor the capability to assist their reports in acquiring these skills.

The LIR program successfully supports the development and integration of important management skills such as:

• Recognizing and addressing problem behaviors among their reports
• Holding reports accountable to produce expected results
• Clarifying reports’ roles and job description
• Overcoming reports’ resistance to and mentoring them through the continuous change that defines business today
• Resolving conflicts among and with reports
• Effectively creating a team effort in their area
• Defining strategy as well as tactics for their area
• Understanding and addressing individual personal agendas, needs and wants that may conflict with the goals of the area or company
• Perceiving and addressing reports’ personal beliefs and patterns of thought and behavior that limit their effectiveness on the job
• Teaching reports the fine art of clear business communication

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