https://www.passioncoaching.org/blog daily 0.75 2023-07-03 https://www.passioncoaching.org/blog/unleashing-the-power-of-scarf-mastering-emotional-intelligence-for-leadership-success-part-5-nurturing-fairness monthly 0.5 2023-07-03 https://www.passioncoaching.org/blog/mastering-emotional-intelligence-for-leadership-success-unleashing-the-power-of-scarf-part-4-cultivating-relatedness monthly 0.5 2023-06-29 https://www.passioncoaching.org/blog/mastering-emotional-intelligence-for-leadership-success-unleashing-the-power-of-scarf-part-3-empowering-autonomy monthly 0.5 2023-06-19 https://www.passioncoaching.org/blog/mastering-emotional-intelligence-for-leadership-success-unleashing-the-power-of-scarf-part-2-creating-certainty monthly 0.5 2023-06-12 https://www.passioncoaching.org/blog/mastering-emotional-intelligence-for-leadership-success-unleashing-the-power-of-scarf-part-1-reducing-status-differentials monthly 0.5 2023-06-05 https://www.passioncoaching.org/blog/mastering-emotional-intelligence-for-leadership-success-unleashing-the-power-of-scarf monthly 0.5 2023-05-29 https://www.passioncoaching.org/blog/unleashing-potential-the-transformative-value-of-executive-coaching monthly 0.5 2023-05-25 https://www.passioncoaching.org/blog/leadership-competency-7-has-a-growth-mindset-that-pushes-past-their-comfort-zone monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1623714990013-JSCKS1X6K579PV52HOBK/unsplash-image-z1d-LP8sjuI.jpg Passion Coaching Blog - Leadership Competency 7: Has a growth mindset that pushes past their comfort zone - Make it stand out The last competency is the second one related to self-development. It’s a key competency for really having an impact in an organization and for influencing others. One of my favorite leadership and life books of all time is “Mindset, the new psychology of success” by Carol Dweck. If you’ve not read it, please get it and read it over and over. It has great relevance to both work and family. She presents two types of mindsets, the fixed mindset and the growth mindset. In it she says “the hand you’re dealt is just the starting point for development. The growth mindset is based on the belief that your basic qualities are things you can cultivate through your efforts. That a person’s true potential is unknown (and unknowable); that it’s impossible to foresee what can be accomplished with years of passion, toil, and training. The passion for stretching yourself and sticking to it, even (or especially) when it’s not going well, is the hallmark of the growth mindset.” I was at a picnic with friends yesterday and one of the guests who was in attendance had recently changed careers to finance. He commented that his new boss was discouraging him from taking classes and getting certified in his new field. That led to a great conversation on the fixed versus growth mindsets. The boss had a bit of a fixed mindset and seemed very set in his ways and in the ways that his employee should operate. The growth mindset says there’s a ton to learn, so reach out for it, learn and grow. Learn from the books and learn from the experiences. Some examples of not having a growth mindset include: unwillingness to talk about complex and conceptual things, believing your ways are always the best and only way, rushing to judgments without evaluating all the data, and letting emotions drive your actions. Some good practices that can help develop a more growth oriented mindset include: Develop checklists, pros and cons tables, etc: this helps you dissect the problem and consider the most relevant factors affecting the decision or problem. It also helps you weigh which are the most important elements. Often two or three factors will dominate the decision making process and having the checklist or pros and cons list will help bring that clarity. Get comfortable with living with paradox: tough love is a great example of living in paradox. How you can be tough on a person you love because you know that this is the best thing to help them take action for themselves. Another example is standing up for yourself but in a way that does not crush others. People who are good with paradox are able to act differently depending on the situation. They are also in touch with what could be overused skills and they pull back on those skills when the situation calls for it. Catch yourself if you find you are overly opinionated: be more aware of how you’re “showing up”. Catch yourself when you’re overly opinionated and where you find yourself less willing to listen to the views of others. Talk less, listen more. Ask more questions and make fewer opinion statements. Read about a wider range of views and topics: I’ve been making sure I have a range of liberal and conservative material to read so I understand both views and can assess for myself where I want to land. One problem with the internet these days is the news feeds will feed you only what you want to hear based on your searches, rather than what you need to hear to understand all perspectives. Study other industries and fields as well. Appreciate art and the sciences to develop all parts of the brain. Delay decision making when emotions are high: if you find yourself getting overly emotional on an issue, take some time away from it so you can be more objective in your analysis and decision making. Delay making a decision, talk with others, reflect more on the data and then make your decision. Separate your opinions from what are the facts. Draw pictures, tables, graphs to help visualize the problem: this is one of the things that most helps me in thinking through issues and problem solving. I consider the key factors influencing the decision and then create a graph showing the tradeoffs of the factors or create a table listing the factors and the impacts and likely behavior that might impact the issue. This helps me understand the dynamics influencing the problem or issue and the potential tradeoffs and implications. Develop “lessons learned” from past challenging experiences: I’ve learned that it’s okay to make mistakes as long as you learn from them to prevent them from happening again. When things don’t go as planned, sit down with others involved and brainstorm “lessons learned” from the experience and what changes in your systems or processes should be made as a result. Learnings gleaned from mistakes tend to be deep and life-long learnings so don’t let those go to waste. Find reverse mentors: find someone different from yourself (different ethnicity, younger person, different gender) and ask them to reverse mentor you so you can better understand their perspective on issues of life and business. This will help you develop a broader range of perspectives and help reduce biases you may have towards others as you come to understand their journey and how that journey has led them to where they are. Teach others what you know: preparing to teach gets you to really internalize the lessons. It also forces you to prepare for possible questions others may have about what you are teaching them. Some of my best thinking and frameworks have come as a result of preparing to give presentations or to teach others. Thanks for staying with me these past seven weeks. This concludes the seven key competencies for leadership success. My hope is that these seven blogs have stimulated your thinking around leadership and perhaps you have taken away some nuggets to practice in leading your organization. https://www.passioncoaching.org/blog/leadership-competency-6-embraces-feedback-and-owns-self-development monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1623107907722-EZS836RWXWLPV95VLT7D/unsplash-image-FNCJxgJ92Kk.jpg Passion Coaching Blog - Leadership Competency 6: Embraces feedback and owns self-development - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.passioncoaching.org/blog/leadership-competency-5-require-accountability-for-expected-outcomes monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1621636309654-60R70SYOUX5THU533G0D/unsplash-image-Uz8THWPXwhI.jpg Passion Coaching Blog - Leadership Competency 5: Require accountability for expected outcomes - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.passioncoaching.org/blog/leadership-competency-4-pushes-decisions-down monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1621538229461-G4YNKTNGDOKN178PUGUO/unsplash-image-x_x3RPpDbII.jpg Passion Coaching Blog - Leadership Competency 4: Pushes decisions down - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.passioncoaching.org/blog/leadership-competency-3-building-great-teams monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1620690454932-5MHXQMRD0ZVGCS2ETS1K/unsplash-image-gMsnXqILjp4.jpg Passion Coaching Blog - Leadership Competency 3: Building great teams - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.passioncoaching.org/blog/competency-2-a-strong-drive-for-results monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1620080619793-ESFFTFOBC20V0TLHKI5I/unsplash-image-IojCPQ2rWe8.jpg Passion Coaching Blog - Leadership Competency 2: A strong drive for results Vince Lombardi said “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” Peter Drucker, the management guru said “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” At the end of the day, it’s results that count. It’s leading a team to an important vision and then working with them to make that vision a reality. A key to successfully delivering results is to have very clear desired outcomes. That however is not enough since you also need to map clear drivers of action that will lead to those targeted outcomes. I’ve found that having a dashboard with the desired outcomes on the right hand side and the drivers that accomplish those outcomes on the left hand side is a very effective approach. If the drivers are accomplished but the outcomes don’t achieve your desired goals, then you need to modify your driver goals to accomplish your outcome goals. Good drivers and outcomes need to be S.M.A.R.T. S = Specific. You will want specific aspects of your process defined for the divers and specific product results or client satisfaction results from the process as the outcomes. M = Measurable. Once the specific drivers and outcomes are defined, you will need to define the metrics to use and the measurable thresholds of success. I have found setting ranges for “green” (success), “yellow” (on the fringe of success) and “red” (not acceptable) is helpful to managing the process. When items fall from green to yellow, it’s a great trigger to inspect the process and fix what is needed to get back to green. A = Achievable. The ranges that are set should be achievable. If they are unrealistic, then the dashboard has little value and can be demotivating to the team. I have found that setting realistic goals, and then as they are accomplished tweaking them to even better levels is a great way to proceed to ongoing process improvements. R = Relevant. This especially applies to the dashboard drivers. They need to be actions that will really accomplish the desired outcomes. A good test of relevance is shown by the outcomes being green when the drivers are green. If the outcomes are not green when the drivers are green, you may have irrelevant drivers or you may have metric ranges that are not appropriate (they may be too loose) to accomplish the desired outcomes. T = Time-bound. The metric thresholds need to have a time element involved. Productivity levels per period. No more than a specified number of error rates in a period. Profit margin for the quarter. Retention rate for the quarter. Once you have the dashboard developed, schedule regular staff meetings to review the driver and outcome dashboard lights and adjust the process as needed to keep the outcomes green, leading to business success. Delegate to accomplish the goals: Many people who start as specialists have a hard time moving into management roles because they are unwilling to give away their specialist tasks. A rule that I have found helpful is when a person is 80% as good as me at doing a task, I would give that task away to them. This is a great principle to help develop your team and also to free up your time to focus on the strategic and “non-urgent but important” aspects of leadership. I’ll share more on this in a future competency. Set clear expectations for what you want them to accomplish and by when. Having a clear dashboard as described above is a great way to enforce accountability to your team. Leave the “how” up to them so they own their process and feel empowered. Drive for continual improvement: continually tweak the outcome and driver ranges to continually improve the quality of the process and outcomes. Add new outcomes and drivers as the business product line evolves. We know the world is constantly changing and the competition never stops, so build into your team culture a mindset that continues to rework your process for ever improving quality and outcomes. Remove barriers to innovation: A key role of a manager is to provide the needed resources to your team, but importantly it’s also to run interference to remove barriers to innovation and risk taking. Jim Collins writes about firing bullets and cannonballs as it relates to creating a culture of innovation: “First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonball (concentrating resources into a big bet) on the calibrated line of sight. Calibrated cannonballs correlate with outsized results; uncalibrated cannonballs correlate with disaster. The ability to turn small proven ideas (bullets) into huge hits (cannonballs) counts more than the sheer amount of pure innovation.” Creating a team that accomplishes great results involves developing a dashboard with clear desired outcomes and drivers with SMART metrics, delegating with clarity to your team, and then creating a culture of continual improvement, risk taking and innovation. https://www.passioncoaching.org/blog/seven-key-competencies-for-leadership-success monthly 0.5 2021-08-26 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1613526304181-MMZKLYDT7OK0PLQ401H4/image-asset.jpeg Passion Coaching Blog - Seven Key Competencies for Leadership Success - Competency 1: The ability to develop a clear and compelling strategic vision Over the next seven weeks I’ll be sharing seven key competencies that I have seen lead to leadership success. I hope you’ll join me for these seven weeks and that you enjoy the blogs. Competency 1: The ability to develop a clear and compelling strategic vision Vision is critical to managing an organization and moving it towards a goal. Proverbs 29:18 says “where there is no vision, the people perish”. Helen Keller said “the only thing worse than being blind, is to have sight but no vision”. It’s the leader’s job, working with their team, to create and communicate a compelling vision for their organization. A great initial process is for the leader to brainstorm with the team, imagining themselves five years out and looking back at a hugely successful five years and asking “what happened?” Get a laptop with a projection screen or a flip chart, and brainstorm with the team “what happened” in the business that they felt the last five years were so amazing. The effective leader then takes these thoughts from the team and leverages her broad knowledge and understanding of the industry trends and develops the first draft of a five year strategic vision for the organization. Some key aspects and skills for developing and implementing a good strategic vision are captured below: Value the process of strategic planning: the plan will lead to important choices on the use of limited financial and talent resources. A good strategic plan will help you as the leader as well as the leadership team, to know what to say “no” to, which is critically important to accomplishing the vision. Most companies that fail do so because they lack a clear and compelling vision and strategy to reach that vision. Raise your perspective to 10,000 feet: it’s so easy for leaders to get lost in the problems of today and not allow themselves to see the big picture. Being curious about what could be and the industry challenges that are likely to happen in the coming years is important to sound strategic planning. How are the demographics changing? How are technological changes impacting the industry? What are the generational preferences that may be influencing how your product or service will be received in the future? What regulations may change that will impact your industry or consumer behavior? Do some research, build in time to your busy schedule for reflection and contemplation of these bigger picture issues. Discuss your findings and key points with peers and your management team to get further input and ideas. Delegate your day to day work to give you time for the strategic: Stephen Covey developed a four quadrant grid of important (yes or no) vs urgent (yes or no). Eliminate as much as possible anything that falls into the “not important” quadrants. Then allow your team to manage the “important and urgent” quadrant parts of the business, which are the important day to day tactical decision making and running of the business. The most important quadrant for the leader is the “non-urgent but important”. To do this well, it’s critical to make time for strategic planning and envisioning how to drive change to better meet the challenges of the future. Change is happening at an ever increasing rate, so being adaptive to those changes and emerging trends is crucial to keeping your business relevant and growing. Align the business and the team to the strategy: once you have developed the strategy, work with your team to refine and to align all parts of the business to the strategy. Parts that no longer fit, consider selling them off, closing them down, or refitting them to align to the strategic vision. Review your management team and organizational structure to see that they are effectively aligned with the strategic vision. The more aligned you make the organization to the strategic vision, the more likely you’ll have success. Communicate the compelling vision: great leaders communicate the vision with clarity and passion. Help each person in your organization understand the vision, and work to have their questions or concerns addressed. Help them also to see how their job aligns to the strategic vision. Regular communication that repeats the strategic vision and progress towards that vision will be a key to reaching it. Align business metrics to the vision: While your managers may own aspects of the vision, they as a group, together with you, own achieving the overall vision. It’s a team effort to reach the vision. Your team is “TEAM 1” and they should know that and work toward Team 1 success. Develop a team dashboard with a composite metric that captures the overall progress towards the vision that your team owns. Then also have metrics for each of the management team members that captures the progress of their business unit (“TEAM 2”) toward that vision. A portion of each team member’s compensation should be based on how the team is doing in achieving the vision (team 1’s goals), with the balance associated with the business leader’s individual business unit’s success toward their unit’s goals (team 2’s goals). The opposite of Proverbs 29:18 is “where there is a clear vision, the people and business flourish”. Make it your goal as a leader to commit to invest in developing, communicating, and driving toward a compelling vision. https://www.passioncoaching.org/blog/tip-10-help-them-grow-in-their-skills-and-responsibilities monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1612230139177-CE4E80M6YUYYEBFB0WNI/image-asset.jpeg Passion Coaching Blog - TIP 10: Help them grow in their skills and responsibilities I have three kids who are young professionals in their mid-twenties. A former boss of mine would often say he tried to be the kind of boss that he would want managing and developing his own daughter or son. What a great inspiration for each of us in our leadership roles. Think about it, if you’re a young person like my kids, early in their careers, you want to learn and grow and you want a leader who cares and will help you grow and develop as a professional. Glenn Llopis, a leadership expert and coach, says “you know that you found the right leader for your career when the leader is eager to take an active interest in your growth and success. If your leader doesn’t show interest, this may be an early warning sign that they are the wrong leader for you. So ask yourself, does your leader push you to see the full potential in yourself?” The following are some helpful tips for becoming the leader for others that you would want for your early career adult kids: Know their career goals: get to know them. Know their passions and their emerging skills. Get a sense for where they see themselves in ten years and beyond. Get to know how they like to learn. Some of them love digging in and learning by experience (being thrown into the deep end) and others like to be coached and eased into bigger and bigger responsibilities. In either case, be there for them when they need encouragement and support. Help them create and implement a well thought out development plan: help them understand their likely career progression to preempt disappointment or discouragement. There are lots of paths to their ultimate career and the more you can help them see that, the less stressed out they will be when their path takes twists and turns. Help them to understand core competencies and experiences that will be good for them to develop and to understand what potential roles will help them gain those competencies and experiences. And make sure they know that they own their own development. Give them stretch opportunities: the fastest way to grow is through stretch roles. These are experiences that can be scary because you feel unqualified to do them. It’s during these experiences that a young leader builds key competencies quickly and develops courage, confidence and resilience which will pay dividends throughout their remaining career. Just make sure that you as their leader are keeping close contact with them, supporting them as needed, and having their back if they stumble, which is bound to happen with stretch roles. Have frequent development discussions: regularly meet with your emerging leader to check in on how things are going. See how they are developing in those key competencies that the role is designed to develop. Let them share their struggles without giving them solutions. Ask good questions that can help them develop their own effective problem solving process and skills. Be their sponsor and advocate: as they develop and grow as leaders, be their advocate at the management table for new roles and opportunities that might continue to stretch and grow them as leaders and professionals. Build your brand as a developer of talent: doing all the above will grow your brand as a developer of talent which is a great benefit to the company and to you personally. The more you have that brand, the more likely it will be that great talent will find their way onto your team. As your bench grows deeper, your business can grow and expand more effectively. Also, as you become viewed as a leader who develops leaders, you will be an excellent candidate for promotion to more senior roles. Remember, be that kind of boss that you want your kids to have some day, and you will see your organization and your personal value blossom. As I’ve shared, gardening is a great leadership metaphor. Over the last ten weeks I’ve taken a coaching approach to this blog asking many questions to help you more deeply understand the “why” of the practices. Understanding the “why” will help you to develop deeper convictions leading to instinctive actions that create great teams. We’ve talked about goodness of fit of your employees for their role, hiring practices, approaches to developing your team members, setting clear expectations, being a vulnerable and caring leader, equipping your team with the tools they need, giving them recognition, listening to their opinions, helping them see the organization’s mission more clearly and how their role contributes to it, delivering ongoing feedback, and giving increasing responsibilities so your team members can grow. These tips are all about creating an environment and providing the nourishment for your team to grow and flourish. Hopefully you’ve enjoyed the journey. Now let’s get back to our leadership gardening with passion! Ken Volpert, Executive Coach Passion Coaching and Consulting (passioncoaching.org) February 2021 https://www.passioncoaching.org/blog/tip-8-help-them-see-the-mission-and-purpose-clearly-4ymf6 monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1611622744410-XFT22N236839A38GT03T/image-asset.jpeg Passion Coaching Blog - TIP 9: Build an environment where the gift of feedback can flourish https://www.passioncoaching.org/blog/tip-8-help-them-see-the-mission-and-purpose-clearly monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1611012045673-EX5LNSJBLP9ZKQLX2LXR/image-asset.jpeg Passion Coaching Blog - TIP 8: Help them see the mission and purpose clearly https://www.passioncoaching.org/blog/tip-7-be-slow-in-the-deliberation-and-fast-in-the-execution-getting-others-opinions monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1610148275520-ZB2UR9J7SSLWTP2K2RIK/image-asset.jpeg Passion Coaching Blog - TIP 7: Value a DIVERSITY OF VIEWS: “Be slow in the deliberation and fast in the execution” https://www.passioncoaching.org/blog/tip-6-dont-worry-recognition-is-not-a-scarce-resource monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1610143610554-M79RVEY19O69ABJUPS9K/image-asset.png Passion Coaching Blog - TIP 6: Don’t worry, RECOGNITION is not a scarce resource https://www.passioncoaching.org/blog/youre-only-as-good-as-your-tools monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1609804247178-81IGZCIQEDJKPYFJHJSJ/image-asset.jpeg Passion Coaching Blog - TIP 5: You’re only as good as your tools! https://www.passioncoaching.org/blog/tip-4-vulnerability-authenticity-approachability monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1607992195807-ME95OPA18N6XBBLTO6C3/image-asset.jpeg Passion Coaching Blog - TIP 4: Vulnerability = authenticity = approachability https://www.passioncoaching.org/blog/tip-3-who-doesnt-want-clarity monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1607044033211-VFCHWY1GKQT91A4PSEMH/image-asset.jpeg Passion Coaching Blog - TIP 3: Who doesn’t want “CLARITY”? https://www.passioncoaching.org/blog/tip-2-a-key-to-building-a-great-team-hire-well monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1606864915667-24QQXISCIQG23TEWBGX4/image-asset.jpeg Passion Coaching Blog - TIP 2: A key to building a great team - HIRE WELL! https://www.passioncoaching.org/blog/tip-1-whats-your-sweet-spot-ask-yourself-what-makes-your-work-days-great-days monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1606864185625-MIDDZEIJQ0D124NLKXU5/image-asset.jpeg Passion Coaching Blog - TIP 1: What’s your "sweet spot"- what makes your work days “great days“? https://www.passioncoaching.org/blog/10-tips-for-growing-great-teams-join-me-in-the-coming-weeks-as-we-explore-these-tips monthly 0.5 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1606863033456-81BQ0TF3NPCCXRMGLIP5/image-asset.jpeg Passion Coaching Blog - 10 tips for growing great teams. Join me in the coming weeks as we explore these tips https://www.passioncoaching.org/contact daily 0.75 2024-09-07 https://www.passioncoaching.org/home daily 1.0 2023-06-02 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1581732998095-87TBBCRVQY0Z5GUKBVYJ/teams Home - Who We Are Passion Coaching offers coaching and consulting for executives and their teams to enable them to consistently exceed expectations. We serve both for-profit and not-for-profit institutions. https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1581733562614-WWBI0EEMAJTGG3Q7FD36/The+Coach Home - The Coach Ken Volpert, ACC is an Associate Certified Coach with the International Coaching Federation. He has been leading teams to consistently exceed expectations for nearly 30 years. He built Vanguard’s bond indexing business from $1 billion to $750 billion during his 26 year tenure. He has experience in the US and internationally, with for-profit and not-for-profit organizations and boards. He has a proven track record of developing leaders, making sound investment and business decisions, and developing well functioning teams that have consistently exceeded expectations. https://www.passioncoaching.org/about daily 0.75 2020-07-28 https://www.passioncoaching.org/about-the-coach daily 0.75 2021-11-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1582003436495-UF8VAH8GQXO7UFR0IJZT/Desert+Botanical+Gardens-9.jpg About the Coach - About the Coach Ken Volpert, ACC 26 years with Vanguard where he built the bond indexing business from $1 billion in assets to $750 billion with global investment teams and more than 80 portfolios. Ken is an Associate Certified Coach (ACC) with the International Coaching Federation. Head of investments for Vanguard Europe from 2014-2018. 30 years of management experience. 20 years as a leader of leaders. Record of hiring and developing top leadership talent. Experienced manager of global teams within a matrix organization. Accomplished at building diverse leadership teams. Record of building teams that consistently exceed expectations. MBA University of Chicago CFA - Chartered Financial Analyst Member of the ICF - International Coaching Federation https://www.passioncoaching.org/testimonials daily 0.75 2023-06-02 https://www.passioncoaching.org/experiment daily 0.75 2021-02-15 https://www.passioncoaching.org/speaking daily 0.75 2021-07-03 https://images.squarespace-cdn.com/content/v1/5e47529b8ae6b644167bd3c0/1625348257626-2KRPDUKQVQ5GI1WBHEAP/Black+Friday+Fire+Sail-1_Original+%282%29.jpg Speaking - Ken can speak on the following topics: Ten Tips to Growing Great Teams Seven Key Leadership Competencies https://www.passioncoaching.org/book-a-room daily 0.75 2025-04-23