I have a lot of bees in my bonnet on a regular basis.

I know this. I am aware that I exert too much energy discussing injustices and then trying to fix them.

Like a bee, I’m digging around. I’m trying to find something: an answer, a reason why, the lesson to learn.

Some recent examples in the news have been fodder for casual conversations that quickly become relevant to the executive coaching I do most often and love.

Two examples include Arnold Schwarzenegger’s disclosure of his “hidden” child and Dominique Strauss-Kahn’s attack on a hotel maid.

Two high-profile, successful, seemingly intelligent individuals who made, shall I say, bad decisions? Arnold’s choice to cheat on his wife cannot be compared to Strauss-Kahn’s violent act, of course.

The “bee” in these stories for me is this: how can people who seem amazingly smart make such ridiculous decisions?

The “bee” in me is trying to figure out how I can help my clients to avoid bad calls. To avoid going down a road (nothing like the routes Schwarzenegger and Strauss-Kahn took) that in the middle of a rushed conversation or meeting appears to be the ideal way to go.

Part of my digging has included re-reading two books by Sydney Finkelstein: Why Smart Executives Fail and Think Again: Why Good Leaders Make Bad Decisions.

These two books, my thoughts, and the experiences of clients help me continue to collect the best material to take back to the hive—and share.

My bonnet will always be full of bees, yet at least I feel as if they are doing some good work.

© Leila Bulling Towne  2011

Your best employee has suddenly become unhappy and difficult. You don’t want to lose her, but the whole team is suffering. Find out what you can do to turn things around.

Don’t fall into the trap of networking only outside your current company. Learn how to meet your manager’s peers as well as people with different duties in other departments.

Earlier this year, I spoke with Liz Dennery Sanders of SheBrand, about the top leadership themes everyone should have on their radar.

One of the themes refuses to come down from the #1 spot: helping executives avoid losing their top performers.

I remain optimistic (cautious, yes) that things are getting better. I see subtle signs in the small businesses I frequent and I hear resounding trumpets from some of my clients—like the ecstatic sales director in a workshop this week, who talked wildly about his organization (and no, it wasn’t simply because it’s his job to be a raving fan).

In creating plans for executives to coach their stars 1:1 and in teams, there are some ideas I return to often and then some new ones that pop up.

A favorite in the last few years remains the book Greater Than Yourself by Steve Farber.

The title refers to the book’s theme: amazing leaders help others become better, greater, more powerful, more awesome than themselves.

Why don’t leaders do this already? Why don’t more people view relationships as ways to make others greater, greater than they themselves are? Why isn’t there more joy in creating success in someone else? Why isn’t it acceptable? Or mandated?

Should I ask someone to help me become greater? Should I make sure I am ready to be asked myself? Whom should I choose?

The relationships Steve discusses in the book develop through a common connection and honesty that is already established and most times has happened naturally. But they become much more powerful when both sides subtly see what they are doing for each other.

Many of my weekly conversations allow me to help executives to be so much greater than me. For the leaders I coach 1:1, it becomes part of our common language: “How will this help someone become greater than you?”

As this week ends, I would like you to think about what you can do so one of your star performers—someone you don’t want to and can’t afford to lose—becomes greater than you.

© Leila Bulling Towne  2011

One of the last behaviors many of us wish to embrace right now is risk taking. Times are scary. Ambiguity continues to surround us. As numerous people and companies are shying away from new ventures, it’s time for you to be courageous at work (regarding new projects, tasks, and behaviors) in a smart way.

Taking risks today – after bank failures, the collapse of the real estate market, and deep dive for many if not all of our 401Ks – has negative connotations. We’re scared. All of us. And, the tried and true is terrific. Why verve from it? I feel risk taking is one of the new best management practices. And it’s not just for leaders or managers; it’s for all levels of employees.

© Leila Bulling Towne 2011