Leadership Development for the Bold

Coaching in the Shadows of Short-Termism

For the past 10 years, I’ve been immersed helping leaders and leadership teams develop more robust skills to help guide and shape their organizations, the markets they compete in, and the communities they operate in. I often see short-termism crippling boards, executive teams, and seasoned managers.

Short-termism is the infatuation with short-term projects, objectives and outcomes that produces a neglect of long-range initiatives. As a result, short-termism inherently brings with it far-reaching and often unexamined risks and many unintended detrimental consequences.
Such as:
  • Leadership vision shrinks.
  • Execution gets consumed by managing day-to-day contexts.
Just recently, I had a fairly typical conversation with one of the CEO’s I’m working with. His executive team needs to develop the skills that enable them to be more proactive. Currently they are too reactive. He wants them to think bigger. And he wants action from them that’s bold. But he can’t transform his company and revolutionize the industry he operates in as he envisions it if his leadership team is just putting out today’s fires without an eye on the horizons of his vision.

In my opinion, short-termism is one of the key challenges facing humanity. While we must be able to execute effectively in our current short-term contexts, we have to pay attention to how the short term can take over our attention.  Even while we’re responding to urgency in the moment, we have to maintain our ability to influence the contexts with which we find ourselves in—not just react to them.

Similar to leadership, coaching all too frequently gets consumed by short-termism, in which the coach focuses on one session at a time, working with what’s in the “here and now” without broader strategic outcomes. Or perhaps a client purchases a dozen sessions where a coach limits their relationship to 12 calls and some e-mails. Or even a six- or nine-month program where the coach closely monitors progress over the coming months. While each of these move us into larger contexts (single sessions, session packages and then into programs) in my opinion they haven’t necessarily even begun to reach beyond the limits of short-termism.

Not even close!

I share the opinion of many strategy experts that if a company direction isn’t visioned for and managed over the course of at least a decade, it’s not really a viable business strategy. I tend to think similarly about people. If I am not tending to the next decade of my clients’ lives, then I’m probably not focusing on what deeply matters to this person beyond their more surface contexts and day-to-day challenges.

With my clients, the question that shifts my attention outside of the limits of short-termism is, can this relationship (me and my client) be of value to my client when they die?

In an instant I’m no longer a normal coach having an ordinary coaching conversation. I’m still able to tend to all of the particular details of my client’s lives, their current demands and real challenges. I’m present to these contexts, and yet something else inside of my heart is listening to more. Some other dimension of me is curious about what’s not being said, what’s not being grappled with, and ultimately what really matters to this person.

When I allow these curiosities into the conversations I have with my clients, short-term coaching outcomes disappear. While we may only be committed to working together for 6 or 12 months, the scope of our work and engagement reaches far beyond our economic exchanges. The intimate relationship that we create together has much more value. And it is to this value I’ll add two points that connect “short termism” to invisibly limiting structures in the economics of coaching.

First, people are willing to invest more into coaching contexts that both hold and generate greater value. This point has significant implications to your economic engine as a coach.
If we play the game of short-termism, we’re invariably looking for the next client. You’ll notice the characteristic feel of needing to put yourself out there to attract new clients.


My assertion suggests we’re not more effectively investing our engagement with the clients who are already working with us. One impact is that we begin to structure our businesses to keep our clients at a distance from us—protecting time for chasing down future coaching relationships.

Marketing may be an important part of growing the economic generativity of your coaching practice. Speaking at conferences, writing our books, networking at trainings and so forth are likely to be important parts. However, the heart of what grows coaching practices are what your clients say about you. My suggestion is that you engage more deeply with your current clients. Give them more of you. Invite them deeper into relationship with you. Challenge yourself to create a coaching relationship that’s more value for both of you. And, if you see yourself backing away from more robust and whole-hearted engagements with your clients because you’re more focused on who and what is next, stop.

To the coaches out there operating with more energy towards your outreach than you are your clients: Are you ready to stop? Are you ready to risk giving more with your clients today and in return build a more meaningful relationship that will nurture you in multifaceted ways?  

Second, operating in short-term coaching arrangements implicitly enrolls smaller visions, goals and initiatives. Again, we’re playing with less value from the start.

I am not suggesting that we shouldn’t include a focus on short-term challenging goals that have more limited outcomes. We absolutely should! But, we are fools to limit ourselves to these contexts. And, as coaches we are stunting ourselves and our clients by tailoring a coaching relationship to this constrained aspirations.

The more mature dimensions of ourselves can grasp hold of, and operate in, the broader contexts of your entire life span and beyond. Expanding your own time frames from which you operate is a simple and accessible way to develop yourself. And, as it turns out, when we expand the time frame of our commitments to serve our clients, it is possible that clients may also benefit for many decades beyond our coaching calls too. It’s possible that our influence might even shift an entire generation of people being raised and mentored by our clients.

So next time you find yourself lost in the weeds with your clients, or bumping up against an unexamined assumption of what you’re willing to give, or where your coaching “ends,” consider what matters more deeply to you and your clients. Are you willing to allow your client to impact your life in ways that matter to you in the end? And, are you bold enough to risk relating to your clients in ways that may just impact them for decades to come?

If so, how?

I challenge you to discover something extraordinary together. Tend to something that requires real and hard sacrifices to come to fruition. Sacrifice more together so you can generate more value together.

This is the game I’d like to warmly welcome you into.

Welcome. Let’s play!

Rob McNamara is cofounder of the Leadership Development consultancy Delta Developmental, a Leadership Coach and author of The Elegant Self. A leading expert on adult development and human performance, his coaching services help individuals increase their scope of influence where it matters most personally and professionally.  

Join Rob this fall for the Developmental Coaching Mastermind program, an application-driven deep dive into the heart of developmental coaching created exclusively for professional coaches.

Are You Focused on Outcomes That Are Too Small?

As aspiring individuals and coaches alike, we are often inherently biased towards short term outcomes. Maybe as a coach, you’re looking ahead at six sessions where you are committed to quickly impacting your client’s life. Or, perhaps you’ve committed to six months to making some more substantive changes in your professional context and are eager to see the results. Or maybe the challenges you’re grappling with are changes that will inherently take you the next two years of concerted efforts to generate.

Regardless, in each of the above examples the propensity for short-term planning can be seen dominating the horizon of our aspirations. And when our horizon is too small, it affects how we think, feel, and act as we engage with those aspirations.

While short-term achievements are important for mobilizing resources in order to generate new behaviors, they rarely effectively foster development into the more rare and significant aptitudes found in more integrated stages of adult development. Many of us learn short-term planning in childhood, adolescence, and young adulthood. And no matter how fancy or sophisticated we may believe our short-term endeavors to be, employing this short-term planning circuitry inherently rests upon the neurological foundations of our youth— NOT our yet-to-be-enacted larger maturities as adults that can lead us collectively into a better tomorrow.

The reason this matters, especially in the realm of coaching, is that one of the ways developmental coaching can help people grow is by picking up and then operating on broader long-term contexts. Most adults need scaffolding here. While we all should continue to participate with our own short-term outcomes, we need to resist the gravitational pull to conform to these smaller contexts. This is especially true for developmental coaches, who may be tempted to promise and fixate on achieving “developmental shifts” in their clients within the short time horizons of a coaching engagement (something which is, for the most part, not probable). If we don’t manage our attention effectively—that is to say if we don’t leave the day-to-day contexts and constructs of our lives and gain a larger view of the broader features of our life—we can easily find the totality of our intentions and the subsequent actions that follow bound up in relatively small considerations. As developmental coaches, our roles are inherently married to expanding the contexts and constructs of our client’s lives beyond the habitual and the known.

Again, while being efficient in achieving short-term aims is a good skill we should retain, we must go beyond that in order to foster our own and our client’s ability to construct new rulers of value that operate on ever larger contexts and constructs. If we do not, we will find much of our time and attention coaching our clients to achieve outcomes that are less significant. This is especially true when those outcomes are being measured by our client’s yet-to-mature aptitudes for value. As such, a fundamental prerequisite for masterful developmental coaching involves invoking and operating on long-term contexts.

I define anything up two years as short term. Three years is a middle ground transition between short- and long-term objectives. Long-term initiatives unfold over the course of a minimum of four years. And from there, I break up long-term initiatives into four different categories. Four to five years is the first and easiest; beyond that I tend to focus on changes over the next decade.

When I’m working with leaders in organizational contexts I’m often planting seeds to think about and plan for the next 20-50 years. For many of my clients, this time frame envelops the majority of the rest of their lives. Inherent in this third category includes actively thinking about and planning for one’s own death and the ability to actively and whole-heartedly participate with that which matters most in life. Lastly, and most difficult, is to work with the next 100 to 1000 years and longer. This of course allows multi-generational vantage points to infuse your heart, mind and day-to-day actions.
For those of us working with ourselves and our clients developmentally, we must be able to grow in our abilities to conceive of and then sustainably act on long-term initiatives. For those interested in the more integrative dimensions of adult development we must at least be able to sustainably invest ourselves in focused action over many decades. And not just any action, but the most important actions that are intimately connected to the ultimate gestures of service binding our hearts to our lives.

The cornerstore of this capacity rests on our honest confrontation with our own mortality, and the finitude of all that we love in this world. In order to do this we need the ability to actively and openly confront our deaths. Maturity is grown through the conscious work of reckoning with, and then taking responsibility for, our lives within the context of our passing, and situating our actions within this frame of ultimate significance.


If we cannot measure our lives from our finality, then we will remain fundamentally distracted in the lesser purposes of what it means to be who we are. The more intimate you can become with the reality of your own approaching death, the more clear you will become on the overarching mission of your life. When you participate with this unique life-force in full recognition of what it is—a fleeting, and quickly passing opportunity—your goals and the aspirations that guide your life become fundamentally more rewarding, devastating and valuable. And if you are to be a support to your clients in doing this, then you must first be living your own mission with this profound and sincere orientation.

From this place, the practice and skill of goal setting, and the relative value of our short-term goals is radically reorganized by the urgency of our mortality. Or, looked at another way, if we don’t take seriously the reality of our own passing, we won’t ever be able to grapple with the true meaning of value and actually bind ourselves to the pursuit of those most meaningful and valuable goals—for our own lives, and for the lives of generations to follow us.

When we turn our attention to developmental coaching, embodied mastery requires that we participate in the advanced curriculum of adulthood, in which our confrontation with mortality is a pivotal and critical step. Through this maturation, we gain the ability to bring the more full intents of our lives into intimate contact with our current contexts. This is how we develop the skill to seamlessly marry these two often divorced contours of life; intention and action, purpose and goal. On the one hand, we have our penetrating insight into the meaning of our lives. These orientations reveal our more sincere aspirations and intentions. And then there are the day-to-day contexts to grapple with. For many of us these are two very different parts of life. But for our more evolved selves these are one and the same. The whole of your life is a tapestry through which your mission takes shape and, over time, weaves the story of how you are living the question of what it means to live fully and well within the context of your own short life.

Now, not all of our clients are ready to explicitly enact this radical confrontation with themselves and their lives. But as a developmental coach, your position is never agnostic. Either you are implicitly seeding the possibility of this fruition in the future, or you are merely watering the existing person as they know themselves today, including their mission-annihilating choice to turn away from the reality of death and attempt to live as if it were not, in some actual sense, true. Personally I find it more rewarding to be watering the seeds of a humanity that can re-envision itself into a more beautiful, powerful and ethical species. But more importantly perhaps, I believe it is the best possible choice that we can make when we find ourselves in the privileged position of being invited to help another person to grow and develop.

I encourage you to find out what you are implicitly nurturing in yourself, and in your clients’ lives. And I encourage you to commit to going beyond the the short-term contexts of your life or your client’s lives. Our world and our shared future depend upon it.

Rob McNamara is a faculty member of the Integral Facilitator Certificate program, a Leadership Coach and author of The Elegant Self. A leading expert on adult development and human performance, his coaching services help individuals increase their scope of influence where it matters most personally and professionally.

Join Rob McNamara for a 12-week advanced Developmental Coaching Mastermind, starting on October 5th, 2017. This is a rare opportunity for 15 coaches to be part of advanced professional coach training with Rob, where you will grow and refine your mastery as a coach, as well as focus on how you can provide rigorous, grounded and accurate developmental coaching with your clients. Click HERE to find out more and to register for the program.

Grow Your People, Grow Your Organization

In 2007 Accenture surveyed over 900 top executives in some of the world’s largest companies across North America and throughout Europe, China, and Japan about the need for more advanced management capabilities. Of those surveyed, nearly 50% of leaders said that their organization was not well suited to producing executives with the capability to manage and lead in the face of rapid change.

It’s clear that today’s professional environments demand greater sophistication of knowledge work; broader global perspectives, infrastructures, and multi-national systems; as well as leaders who are able to self-initiate, self-direct and self-manage. Yet at the same time, high performing leaders continue to be in short supply.

Whether we peer into big business, government, mature non-profits, mid-size companies or startups, the findings are similar: strong leadership is needed and the demand for it vastly outpaces our ability to ready the next generation of leaders to thrive in today’s business climates.
One of the few strategies that can help us to develop greater leadership aptitudes is the use of developmentally crafted curriculum, exercises and assessments. However (and unfortunately) most leaders in organizations are unaware of this body of research, and they aren’t using it to drive leader development in their organizations.

Of the many important business initiatives a company can invest in, the explicit mental development of its leaders and future leaders ought to be an essential priority. Some of the most competitive organizations today are those with a “deliberately developmental” architecture built into the fabric of how they operate—through their leadership development and programming, talent cultivation, and talent retention strategies.

Based on my experience as a coach working with leaders who are struggling with this very issue in their organizations, my contention is that the mental development of leaders is the defining factor that will increasingly determine which organizations will thrive in the next decade.
As an example, here are two key organizational outcomes that are driven by greater individual development:

Inner Agility

One of the most cherished aptitudes of adult development is the emergence of a trustable inner authority.

Your trustable inner authority is the value-generating faculty that initiates change from within you. It means you are inherently self-directing, or that you possess what I call “self-directed integrity.”

And inner authority is not to be confused with the ability to parrot what a brilliant professor told you, what a senior manager mentored you on last quarter, or what you recently read in the latest Harvard Business Review.

Having a trustable inner authority means that you’re not merely dependent upon external forms of authority. When you face critical decisions, when you confront uncertainty, you don’t run to a board member or to a senior manager with more experience.

Instead, you turn attention inward and begin to carefully assess your experience and the situation from multiple perspectives. You draw on past experience and open your attention to new possibilities. You’re able to use mentors or senior management to cultivate greater curiosity and gather and assess broader information flows—even if you don’t have clear direction, succinct next steps forward or instructions. And because you’re surveying more information, you can avoid limiting assumptions, succeed at generating new directions, and have access to more nimble responses capable of serving you, the people around you, and your organization.

Many companies implicitly demand this inner authority from their leadership, while others fail to develop it entirely. Two mistakes are commonly made here. Either they presume their leaders already have these aptitudes, or the organizational culture becomes entrenched in the notion of an external authority.

In the first instance many leaders find themselves feeling unsupported. In new situations they easily become overwhelmed and they assume they should not ask for help. In the second, members of the organization are taught to follow the chain of command upwards in order to establish direction. This can often leave leaders feeling disempowered. They run a risk of becoming disengaged from their work. This causes organizations to lose flexibility and responsiveness.

In both cases, leadership development and the cultivation of critical business acumen is compromised.

Organizational Diversity

Diversity is a major initiative in many organizations today–most of the progressive and leading edge cultures practice welcoming diversity in important ways. This is a developmental achievement for the leaders doing this work and its a feature of more mature forms of organizational development.

However, welcoming diversity isn’t just about welcoming in people who are different from you. And its not merely a protocol for hiring. Diversity is fundamentally about difference. And difference is fundamentally about change. Which means to welcome diversity is to welcome change.

Fast-paced and rapidly shifting landscapes drive tremendous changes in organizations today. These differences elicit tremendous anxiety in many adults, leaders included.

At more conventional stages of adult development, diversity is threatening. We tend to avoid the challenge. Leaders all too commonly insulate themselves from change, but when this happens, leadership fails. Organizations fall short. Change is adopted slowly, if at all.

But more nimble organizations operating with greater leadership development are inherently more welcoming toward diversity. Difference and the changes that it invites are not met with anxiety and avoidance but instead with curiosity and a willingness to confront uncertainty with openness.
So, what is greater discernment, vision and self-management worth to your organization? Why might it be required later on today in your most important projects? What is the return on investment for having leadership that welcomes diversity with curiosity, rapidly approaches change without anxiety, and creatively adapts new innovations? How might leadership need the ability to vision and re-vision the way employees approach their jobs and how people conceive of an organization as a whole? How might these aptitudes impact the bottom line?

As you contemplate these questions, consider these steps that can help you and your organization be more “deliberately developmental,” as Robert Kegan, Harvard’s professor of Adult Learning and Professional Development, suggests.

1. Think about ways you can get your leadership and management to step outside of their day-to-day workflows, agendas and plans. When decision making can rest on a durable internal authority, your organization’s leadership can see their job and institution from the outside in (instead of just the inside out). This will yield higher resolution insights on effective action.

2. Challenge leadership to orient from beyond the culture of their professional relationships. This means asking different kinds of questions, challenging the unspoken and often unseen cultural assumptions your leadership team holds, and regularly reflecting on the management culture your organization holds.

3. Remember, diversity is your friend. Invite greater diversity and change into your everyday operations. Do not insulate your organization from change. Train your management to be open and curious in the face of diversity. Difference creates contrasts. These contrasts enable leadership to take new perspectives on the organization and leverage new opportunities.

4. Bring in programming, training and consulting that is well nuanced in adult development. Get your senior leadership thinking about the development. Deploy curriculum to help new managers become more agile and capable in the face of fast pace change. And most importantly, begin deploying strategies to help change the nature of the work they do day in and day out so that it is directly supporting and challenging people to develop new aptitudes for the future.

Rob McNamara

Leadership Coach & Author of The Elegant Self

Rob McNamara’s premiere developmental audio learning program, Commanding Influence: Your Development for Greater Mastery at Work, is now available. Learn More.

Moe, I.E. (2007), “Behov for a ̊ skape globale ledere” (“Need to create global managers”), Dagens
Næringsliv, 26 January.
Harung, H., Travis, F., Blank, W & Heaton. D, (2009), “Higher development, brain integration, and excellence in leadership”. Management Decision, Vol. 47, No. 6. Pp 872-894.
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Is Planning Stunting Your Productivity?

Recently I released my Satellite Development document to my network and within it I gave the explicit instruction "Do Not Plan" which has raised some questions. It's a great question. Actually, it is an excellent question because the whole design of creating your own satellite feed is to be able to architect, manage and execute with greater effectiveness.

So, why would I instruct leaders not to plan?

It's simple. The most dangerous tool you currently have is the plan you are already holding in your hands. Why? Because the plan makes assumptions that you likely do not question every day. Your plan powerfully controlls your perspective, attention, energy and behavior not to mention where you spend your organization's time and capital. Sometimes these assumptions are fairly innocent. Other times they cost leaders their jobs. Or a leader may direct his or her organization with a misguided plan leaving thousands without a job. Worse yet, leaders can steer nations into missteps costing not just jobs but lives.

Simply put, your current plan obscures your ability for pattern recognition. Planning imposes patterns onto life. This is part good news as it enables you to press into and influence your organization in important ways. The bad news is that it obscures one of your greatest human intelligences. If you need to perform at your peak, you need a satellite feed.

Every day you should be getting out of your plans such that you can adaptively respond to life in creative and innovative ways. Gain more altitude. Get more perspective. This is what your satellite feed does for you.

Stop the planning that imposes your own agendas, ideologies and expectations. Allow your brain to do what it does best if more data is allowed into your mind: pattern recognition. New patterns, when assembled from your orbiting data feeds include your past plans and integrate them into a more coherent and powerful strategy for moving forward.

Good luck with your center point training.

~Rob McNamara
Harvard University Teaching Fellow, Leadership Coach  & Author of The Elegant Self


How Performance Betrays Leadership

Performance, who doesn't love it?

It drives results. It makes progress unfold quicker. It yields greater efficiencies and ultimately yields greater adaptability. All in all the drive for refined and elite performance is something many of us love and knowingly or unknowingly worship. I've been doing performance coaching for a solid decade now and I have to say performance still has a bright and curious life force within my heart. As I use the term worship here, I am pointing us toward an integrated gesture where we offer ourselves to that which is worthy. For leaders who change the landscape of the world we live in, they know how to identify that which holds great value and worth. And, they know how to drive us toward these aims with proficiency in mind.

Yet we are only looking at the bright side of performance. Performance has an underbelly. It has a dark side. It is this dark side that few leaders know how to successfully manage. The underbelly is simple, the drive for innovation, speed and responsiveness within the ideology of performance commands the leader. The leader loses his or her power. The loss of power is the forfeit of the leader. And thus we must ask ourselves an important question, as leaders are we commanding performance or is performance commanding us?

One yields greater power while the other leaves us powerless in the face of the ferocious drive for higher levels of performance.

The reason why I love performance is that it can have an intimate and alive connection with development. If there's an area I've focused my attention it is on this intersection: human performance and
adult development. Leaders must acclimatize themselves to learn how to yield both. If they don't they run the risk of not leading. And just for the record leadership is not a position, but an activity.

You are either leading or your are not.

The development of yourself and your employees as well as the organizational structures within you operate is one of your chief concerns. If you're not developing yourself, your people and your structures you aren't leading. It's that simple.

And, if you're not developing to yield greater measurable capabilities you're likely wasting your time. Development and performance need one another. Performance left it its own devices precludes or blocks development. Why? You stop experimenting. Your team stops testing new ideas. Your organization backs down from the courageous acts that risk genuine innovation. When these kinds of experimentation is pressed out of your work day and your organization's activities you have fallen off of the leaders razors edge. You aren't leading. You are following the rote mechanisms of chasing efficiencies. When people are turned into efficient cogs you lose human ingenuity, human creativity and the kind of innovations that change market places and reshape our world.

Performance, keep a hold of it or it will control you. Development, study it. This is your counterbalance, this is an ideology that can hold, regulate and interface creatively with the worthy drive for performance. When you get it right, leadership ignites. When you miss it, you're either stuck in wasting your life ruminating about possibilities that never will be or you'll be uncritically chasing more efficient ways to tie your shoes.

Lead & lead boldly. Aim for the moon, not just for performance but for the development and advancement of human kind.

~Rob McNamara
Harvard University Teaching Fellow, Leadership Coach  & Author of The Elegant Self

The 80/80 Principle

The 80/80 principle is simple. 80 percent of upper level management have higher levels of mental development. And, 80 percent of junior managers have junior levels of mental development. 

While the intersection of development and leadership is a complex topic, if we look at these findings from orbit, we can see a clear pattern. Over time higher levels of mental development outperform, outmaneuver and generate greater influence than less complex minds. More developed minds are promoted again and again. And, this pattern holds up across industries


The simplicity beyond this highly complex issue might say something along the lines of, "Developmental complexity always increases choices." As Robert Kegan, my colleague and professor of Adult Learning and Professional Development at Harvard maintains, what one stage cannot see, presumes to be an given, and is unquestioned becomes a choice at the next stage of development.

The simplest way I teach this is to talk about babies before they are potty trained. Before, their minds cannot see their impulses to pee. Why? Because they are their impulses. When a baby has to pee, he or she pees. It's as simple as that. At the next stage of development, impulses become an object to a now more developed mind. With development comes choices. Greater choice often yields greater efficiencies whether we are talking about potty training or steering a multinational corporation. As my book The Elegant Self maintains, more developed minds are capable of more effective action. 

In light of this evidence, how are you facilitating your own mental development? How are you growing your leadership capacities in an ongoing way? And, for those of you at the top, don't get comfortable. Developmental researchers are finding youth who are accessing quite extraordinary levels of mental complexity. In some cases our up and coming star performers are achieving levels of development that took today's leadership elite 5 decades to achieve in half the time. 

Stay nimble, commit yourself to ongoing practices that yield greater mental development. Adapt or you will find yourself being passed up.  

Rob McNamara, Harvard University Teaching Fellow, author of The Elegant Self, is an expert on adult development and leadership performance. He coaches individuals world-wide to help them broaden their influence where it matters most. 

Learn more about Rob McNamara, his courses, books and coaching at www.RobMcNamara.com.

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