| Improved Decision Making | | | | steps are followed, little can go wrong. But these |
| Are you working in a company or law firm where | | | | steps do not take into account what goes on in |
| executive coaches help leaders become better | | | | people's brains when they weigh options and |
| decision makers? Does your company or law firm | | | | make judgments. Making good business decisions |
| provide executive coaching and leadership | | | | is not a strictly logical process. It involves the |
| development for their valued leaders? | | | | whole brain including intuition and emotions. |
| One of the most powerful questions you can ask | | | | The best decisions are not focused entirely on |
| yourself is "What process do I use to make | | | | shareholders and the bottom line, but all |
| better decisions?" Emotionally intelligent and socially | | | | stakeholders including customers, employees, |
| intelligent organizations provide executive coaching | | | | shareholders, suppliers and communities. The |
| and leadership development for exceptional | | | | company's mission or purpose provides a |
| leaders at all levels of the organization. | | | | framework for good decision making. Staying |
| Old-School Decision Processes | | | | within core competencies is critical. Changing |
| Traditional decision-making processes are | | | | strategy without also changing the organizational |
| supposed to follow several logical steps: | | | | culture can lead to failure. |
| 1. Lay out the problem. | | | | Working with a seasoned executive coach trained |
| 2. Define the objectives. | | | | in emotional intelligence and incorporating leadership |
| 3. Generate options. | | | | assessments such as the Bar-On EQ-i and CPI |
| 4. Evaluate each option against the objectives and | | | | 260 can help company leaders improve their |
| other relevant criteria. | | | | decision making capability. You can become a |
| 5. Choose the option with the best outcome. | | | | leader who models emotional intelligence and social |
| 6. Monitor progress and change course, if | | | | intelligence, and who inspires people to become |
| necessary. | | | | fully engaged with the vision and mission of your |
| Many people work under the illusion that if these | | | | company or law firm. |