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  • Walks Beside Coaching Moves to Arizona (0) July 23, 2017 Site Admin

    Walks Beside Coaching & Consulting Announces Arizona Office Move

    Moving to Hi-Tech Corridor We Can Provide Both Startups & Established Companies Tools for Workforce Engagement!

    Gilbert, AZ – – – July 23, 2017 – – – Walks Beside Coaching & Consulting (WBCC), an outstanding coaching company with offices in Virginia, announced their move to the hi-tech corridor off 202 in Arizona. This will provide WBCC an opportunity to help the Chandler Innovation Center as well as startups that have relocated to that area. Companies there have a robust foundation of skilled software engineers, programmers and systems analysts. Along with the nonprofits, our programs can enhance employment emotional intelligence and workforce engagement for productivity and retention. The move to the Chandler and adjacent Gilbert allows us to expand into:

    • Tech company startup support infrastructure
    • Talented labor force and higher education and workforce training partners
    • With a wide range of affordable housing options within a 15-minute drive time of all predominant employment corridors, attracts solid employers
    • An excellent environment for data integrity
    • Outdoor activities and walk friendly communities with the image attractive to Millennial workforces

    WBCC is one of the nation’s only coaching companies where the coaches are also gerontologists. WBCC designs programs for businesses with the ‘wave’ of Boomers that are blending the next chapters of professionalism with civic engagement. WBCC constructs business solutions around the achievement of business goals, the integration of a multi-generational workforce, and the integration of a diverse cultural labor force. These programs eliminate imprecise administrative thinking to synchronize ideas and goals for large-scale systems change, both locally and nationally. They bring their business knowledge from Virginia to the greater Arizona area to serve businesses in their efforts to be provide excellent environments for the collaboration of the multi-cultural and multi-generational workforce.

    About Walks Beside Coaching & Consulting:

    WBCC has a seasoned team shaping the renewal and resilience of daily life, increasing self-identity, and assisting in the transitional life chapters of all workforces. A unique service of our company is ontological coaching, instead of just performance coaching. Ontological coaching is a structured yet personalized process of guidance using all the elements of language skills, body disposition and the impact of emotion on decision-making.

    Bradley Morgan and Stephan Marais are certified professional coaches through the Professional Coaching Certification (PCC) programs of Newfield Network. They are members of the International Coaching Federation (ICF), the Phoenix Chapter of ICF Coaches, the International Longevity Center (ILC); and, are the former editors of the Web page for “Transforming Aging, Elder Care & Security” in the state of California, founded by Senator John Vasconcellos.

     

    Press Contact:

    Stephan Marais, PCC, MBA
    Company Name: Walks Beside Coaching & Consulting
    Email: sfm@walksbesidecoaching.com
    Phone: 703-297-0170
    Website: www.walksbesidecoaching.com

  • How to Lead Without Knowing Everything (0) June 27, 2017 Bradley Ann Morgan

    This article by Bradley Ann Morgan was published in the Arizona Business Gazette-yahoo.

    How to Lead in Business How to lead without knowing everything

  • Habits That Sustain Determination (0) June 11, 2017 Bradley Ann Morgan

    In our work with a nonprofit for reforestation of the USA, we were engaged to help the staff know the difference between motivation and determination. The directors for the program stated that the staff and volunteers had motivation but seemed to lack the ‘staying power’ to achieve the ultimate outcome. Indeed, the long term vision to have domestic farmers see the value in reforestation takes educational sessions along with the actual planting of 18 billion trees. It appeared that some of the organization had tremendous ‘starter behavior’ but dropped out after a few months. Why is it that motivation was not enough to sustain the progress to ensure a viable world for generations to come? It is the difference between enthusiasm and vigor, known to many as determination.

    Whether it’s personal goals or specialized results as large as the tree planting program, what are the habits that nourish deterministic behavior? Reflect on the areas below and determine where you may need to cultivate your practices for determination:
    • Declare a commitment, not just an intention & build your life not just as an endless pursuit of activities. Intentions are very much like New Year resolutions. They possess great desire; although, they are never achieved. It’s not that they lack sincerity, but are insufficient for coordinating action for yourself or others. Intention is not enough to change emotional and behavioral patterns either from an individual’s own belief system. Commitments are a crucial element of our lives in building and maintaining meaningful success in relationships, in business, in spiritual development and even, in physical health. Commitments are not only those made internally for imminent achievement; but, also for how we coordinate actions with others. Commitments involve passion and are made from deep concern or alarm. Remember that you are bigger than your job or your chosen profession. Shift your life to focus on something purposeful and meaningful to you, whether it’s reforestation, food harvesting or fundraising for natural disaster recovery. Connect in a deeper way to the world around you and those things you care about.
    • Don’t allow baggage from yesterday to creep into today’s efforts. Everyone has some history of relationships, failures, or even estranged family. When you are focusing on the goals of tomorrow, do not attach those stories to the discernment of how you will progress through the events of the present moment. What happened in the past has its place in the past, not today.
    • Whatever the goal, keep your focus on the bigger vision. What will change or be the benefits to a larger community could even be a legacy for you. Ask yourself what concept you want to prove or make clear about your concerns such as, demonstrating cultural inclusion or cooperating with other religious groups on holidays.
    • Change your relationship with time. Big visions and dreams require determination and perseverance as well as talent. When highway construction forced the closure of Colonel Sanders’ tiny restaurant inside a gas station, he drove around the southern states to other restaurants to cook chicken for them. Ultimately, news of the quality of the chicken spread to other restaurants enabling the Colonel to begin franchising, well after he was 40 years of age! Time becomes not as big an issue when the end result is a service to the community such as, the Santa Fe Farmers’ Market Institute achieved a land lease that enabled the market vendors to set down roots; and, secure a commercial selling locale for the first time in 35 years!
    • Associate with positive people, not the nay-sayers that say it can’t be done. Negative people will suck the life out of your ambitions and hopes. Start by engaging and building a substantial support community of like minded friends and colleagues. As the late Christopher Reeve said, “So many of our dreams at first seem impossible, then they seem improbable; and then when we summon the will, they soon become inevitable.”

  • Leadership that Inspires Others (0) May 22, 2017 Bradley Ann Morgan

    A Gallup report, ‘The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders’, highlights results from the ongoing study of the American workplace from 2010 through 2012. The findings are grim that 75% of current workplace employees are disengaged in their current positions; and, 82% of managers are not a current fit for their jobs as leaders. From studies like this, it’s becoming evident that just attaining the next promotion or next benefit in an organization is not inspiring enough to be meaningful. Consequently, employees just perform or comply not inspiring themselves or others to excel. Where’s the inspiration in our workplaces and from our current leaders to excel in what we do as engaged staff?

    Whether you are in an ‘official’ leadership role or a socially appointed leader, we all lead at some point in our personal and professional lives. And as leaders, people follow you because they identified the same level of passion for a cause or project that you did. Perhaps you did not recognize it at that moment, but you inspired others to excel in expanding a community’s outreach, improving an organizational culture, or even, enriching the lives of military veterans.
    Both social and eco-planet missions are seeing more leaders who value stability between profit-making and global sustainability. These are the leaders in every country and industry who are capable of rebuilding trust and inspiring others to surpass what has been accepted as mediocre performance.

    Here are some designs of how to ‘be of service’ and inspire others. Use as many as resonate with you:
    • Encourage all staff or colleagues to contribute their thoughts and fervor on specific goals and concerns. The people on your projects or teams need to be courageous in expressing their values and passions. Create an environment where all can be heard without judgment and criticism.
    • Leaders who inspire others take risks. These are the people that are not afraid to ‘stand’ for something without monetary gain or status. Think of past leaders that incited movements such as, civil liberties activist Rosa Parks, American Indian Chief Wilma Mankiller, or women’s suffrage leader Susan B. Anthony. All of these inspired others to challenge the current social system and proceed on a journey to a new future. Let others know who has inspired your leadership style.
    • In companies where you are fulfilling a leadership position, be certain to be the symbol for your employee’s essentials to the executive staff. It is not uncommon for the C-level management to be unaware of necessities for the front line customer service staff such as, noise reducing headphones or travel apps for the sales engineers. Use your professionalism to gain the best working conditions and tools for those that serve you and the company. Your team will be inspired that they have a champion for their commitment to excellence.
    • Inspiration comes from those leaders that do not drive others to achieve a specific outcome. Leaders that share a common vision or ask for commitment to a higher social good inspire others to eliminate roadblocks, making success achievable for all involved.
    • Inspiring others gives permission to all to question options, challenge opinions, and turn problems into opportunities. When the fair practice of listening is in place, it is predictable that you will hear the heartfelt values of others. Let yourself listen, not just ‘hear’ the fire in others.

    When you know you can inspire others, ask yourself:
    • In any leadership role, how will you present a mood of success so that others know you are ready to act?
    • What operating standards will you help create for your colleagues and/or teams to keep inspiration high? Do you need to have an offsite day once a month to sustain trust and keep inspiration soaring in the team members?

  • Is It Always Us Against Them? (0) April 29, 2017 Bradley Ann Morgan

    In a networking dinner, a fatigued healthcare executive was telling us he had just come out of a tough meeting between Discharge Services and the Oncology Unit. We suffered with him when he said, “I feel like I’m in the middle of a war. Both of these departments have highly competent staff; but, the attitude of both is ‘us against them’. We’ve instituted many management and teamwork retreats, but there is no lasting change in these two groups. I’m just beat!”

    This type of situation not exists not only in healthcare. We’ve seen the same type of polarizing behavior in engineering, creative art services, customer service, even university student services. Why does this exist even after repeated attempts to change leadership? First, polarizing behavior is usually exhibited when an individual’s core values are being attacked. Remember, people will live and die by the right to exercise their top core values. Collectively, department or functional teams can unconsciously adopt a core value operating structure which becomes their invisible rules. Often, these same groups then interact or judge all others by their operating values without considering the values of other departments. Where is conscientious change without polarization?

    Consider that most organizational groups view change as pain, including the emotional distress of having to unlearn old routines and procedures. Often, management counteracts this view with threats of punishment or incentives to bait employees to assume the desired change. The punishment threat usually causes the humanistic individual to leave the company entirely, while the incentive induced employee begins to set values that money or other benefits are all that’s worth working for. Neither of these works for the long term.

    Let’s examine some of the recent advances in science and the physiological structure of the brain. Key research has revealed that the brain’s caching region of memory & cognizant concentration is engaged when new routines are presented or ‘learning’ is in progress. Learning involves both focused attention and peripheral perception. These two in combination activate the intensive part of the brain in the prefrontal association complex (or cortex), also controlling reasoning and judgment. It has been shown that people learn best when solving realistic problems.

    When you see your colleagues in the ‘us against them’ position for healthy change, ask yourself:
    • How can we stay focused on the real issues today and not continue complaining over past behavior?
    • How can we as collaborative teams rise above what is politically safe to do and what could be a full production solution for the entire company?
    • Which of our stakeholders have the largest to gain or lose if we choose only one ‘camp’s solution? How will this solution impact us in the long term?