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Women of Distinction

know the difference. A manag- productivity and performance
er can make employees feel as if of those who work for them.
they are easily replaceable, and The hierarchical, command and
this attitude makes for not only control way of managing won’t
a tense work environment but work today with the new de-
also a lack of growth because, mands of employees, who want
let’s face it, if you don’t feel val- a great job and a great life.”
ued, getting up every morning Admitting their deficits —
with a positive attitude certain- for example, doing the same
ly becomes quite difficult and things and expecting a better
maybe even impossible. result —is often the first step,
If you are like me, I know but they also have to be will-
you have wondered why there ing to do the work required
is such a wide gap between because, without their willing-
the bosses we love and those ness to change their behavior
we fear? Who makes these – which is much harder than
managers realize that they are learning new information —
accountable, not only to their their chances of improving
boss and/or a Board of Direc- their company, the work en-
tors but to those who work day vironment, and the success of
in and day out for them? their company are unlikely.”
Enter Pamela Stambaugh. Dr. Peter Drucker, business
Her company, Accountability guru, said, “Culture eats strat-
Pays, Inc., began over 25 years egy for breakfast,” and culture
ago with the goal of coaching flows from the top of the orga-
managers to become great nization through example.
leaders. The problem that Pamela
With 70% of disengaged has faced is that often, those
employees, a statistic that hasn’t who need the help are not
changed for the 20 years Gallup the ones who want it. “Eric
has been measuring it — it’s Schmidt, former CEO and
well known — books have executive chairman of Google,
been written about it: People said, ‘Every leader should have
leave people! They don’t leave a coach.’ When this advice is
organizations! treated as fact, coaching can off of someone, help them do unlike athletes, musicians,
CEOs and those in exec- be a pivotal contribution to a gut check, get honest with and even chefs who cannot be
utive positions who find and employee satisfaction through themselves. I myself have a great without practice, without
engage the services of Account- better leadership, which can coach, and I know the impor- trial, and error, a great chef
ability Pays, Inc. today have affect the bottom line and the tance of it, but it’s not just the will often test a recipe and
been preceded by a long list of organization’s growth. coaching; it’s the continuity of adjust it many times before
satisfied clients. Having been No matter what position practicing what’s needed. Not serving it.”
an executive coach and Vistage you hold, having someone
chair for many years, Pamela who holds you accountable
understands that one main for being a leader rather than
obstacle between manager and a manager produces measur-
leader is a manager’s inability able results in your team. By
or unwillingness to admit they being impartial and asking
need help. you hard questions so you see
Pamela shares, “I some- your strengths and weaknesses
times experience resistance for yourself, empowers even
from executives, foremost good leaders to become great
because they don’t want to leaders. Excellent coaching is
admit that they need help. not a fast process; behavior
These individuals, both male change takes time, practice,
and female leaders, have to and self-discovery.
be willing to admit that they As Pamela explained, “Ev-
are the source of the lack of eryone needs to bounce ideas

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