Mike Hohnen

Coaching for personal growth, change and development

Mike Hohnen

Afslutning på DKBS: GROW Leadership

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Not only did the participants listen intensively on the final workshop when coach Lotte Pedersen talked about the significance of our emotions in our daily actions and the way it influences the way we lead ourselves and others. Our thoughts, emotions body and behaviour are inextriably linked, and the body was also used in a concrete exercise to illustrate that it shouldn’t be ignored in the development of personal managemment skills. The complex interaction between thoughts, emotions, body and behaviour require the will to look inwards and get to know oneself. The participants are now ready to meet their daily challenges with more power and the courage to turn their goals into reality.[/lang_en]

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Der blev ikke kun lyttet intenst på den afsluttende workshop, da coach Lotte Pedersen fortalte om følelsernes betydning for vores daglige handlinger og dermed for, hvordan vi leder os selv og andre. Følelser, tanker, krop og adfærd hænger uløseligt sammen, og netop kroppen blev da også brugt for at illustrere, at den ikke bør ignoreres i udviklingen af personlige lederegenskaber. Det komplekse samspil af tanker, følelser og adfærd kræver vilje til at se indad og blive klogere på sig selv. Kursisterne er nu flyvefærdige og klar til at angribe deres daglige udfordringer med fornyet styrke og mod til at bruge sig selv konstruktivt, når de skal føre visionerne ud i livet.[/lang_da]

Learning by doing

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[lang_en]This weekend I came across some writings by James Flaherty – author of Coaching: Evoking Excellence in Others

“… there is no knowing outside of doing: we didn’t learn to walk by someone explaining it to us; we had to practice driving to be able to do it; we learned algebra by working many problems; we can play the piano because we rehearsed for hours”

This is also the philosophy that is at the heart of the GROW: leadership program that we offer. If you would like to become a great manager/leader you will need to move from theory to application. You will need to do things and see what happens – no amount of books and reading will get you there – to really know you must first do.[/lang_en]

[lang_da]Denne weekend fald jeg over nogle skriverier af James Flaherty – forfatter af Coaching: Evoking Excellence in Others.

“… there is no knowing outside of doing: we didn’t learn to walk by someone explaining it to us; we had to practice driving to be able to do it; we learned algebra by working many problems; we can play the piano because we rehearsed for hours”.

Det er samme filosofi, som er kernen i det GROW Leadership-forløb, som vi tilbyder. Hvis du vil være en succesfuld leder, er du nødt til at bevæge dig fra teori til praksis. Du er nødt til at afprøve ting og se, hvad der sker. Du når ikke dertil ved at læse så og mange bøger – for virkelig at vide, må du først gøre det.[/lang_da]

French Food Safari

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Once again we went to Provence for a 4 day total immersion tour of French food. With us where 12 Danish Hotel GM’s
If you would like to see the itinerary and detail of the trip here is the pdf brochure and headlines of our trip.

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This was the hotel we stayed in the first night – need I say more…

French Food Safari 2007 – Provence[/lang_en]

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Endnu engang tog vi til Provence i fire dages total fordybelse i fransk mad. Med os var 12 danske hoteldirektører. Hvis du vil se en detaljeret rejsebeskrivelse, så er her brochuren og turens hovedoverskrifter.

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Dette er hotellet, vi boede på den første nat – behøver jeg sige mere…

French Food Safari 2007 – Provence[/lang_da]

Discovering Leadership In Groups

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I found this neat quote on the Integral Leadership Review web site

Greatness in leadership, that is, human authenticity, is not only a matter for individuals. Quite to the contrary, it is best accomplished in groups and leads therefore to in-depth group growth and to team development. Group and individual growth are systemically interrelated.

People must share with each other their experiences of authentic behavior, their inner struggles, their successes, what makes them proud, their tough decisions, and then support one another in this process of growing as a person and growing as a team.
—Peter Kostenbaum

It pretty much sums up what we do during our 12 week GROW:leadership pgms

Are your new recruits coachable…

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Seth Godin writes:

…at the great Bolshoi Ballet, auditions for the troupe were conducted among 8 year old girls. That’s because it took ten years to become great. How did the auditions work? The teachers weren’t looking for the best dancers. They were looking for the dancers who took coaching the best. The rest would come with time.

How coachable are your new recruits

Original post from Seth Godin here…

Generating employee loyalty

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I picked a few interesting quotes on the subject of generating loyalty from an article in the Boston Globe – you will find the full article here

“Organizations are not a source of security but they are a source of identity,” says Bill Taylor, cofounder of the magazine Fast Company and coauthor of the book, “Mavericks at Work: Why the Most Original Minds in Business Win.”

One of the most common ways of finding meaning at work is through personal development. “Loyalty as a function of time is a dated idea,” says Jaerid Rossi, process engineer at Specialty Minerals of Canaan, Conn. “Work is only appealing if there’s constant learning.”

Communicating is not as easy as we think

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We had great fun working with communication and problem solving with a group of hotel reception and booking people. How good are we at explaning to our colleagues what we have actually promised the guest? How good are we at understanding what the guest really wants? Good fun and lots of useful learning.

Komunication is not as easy as you think...

“What piece goes where did you say?”

How do you solve problems?

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There’s nothing as exhilarating as a genuinely new idea. So where do great ideas come from? The traditional answer is that big ideas come from big brains: The eccentric genius (think Sir Richard Branson), or the visionary CEO (think Apple’s Steve Jobs). In this model, the boss does the thinking and the employees do the work. If you are in charge, you are, by definition, “the smartest person in the room”.

Read the full article in The Guardian here