Coaching Our Managers For Heightened Success: 3 Really Easy Tips

It’s no secret that today’s employees want (and expect) more from their employers. They long for the confidence that their leaders have their backs. Yet, many leaders in our contemporary world are operating without a moment to spare. But leaving our staff ‘on their own’, void of the much desired and needed mentoring, we are positioning our organizations at an unnecessary risk.

Use a different name if your board, direct reports, or managers think the term ‘emotional intelligence’ is fluff. Don’t even use the term if it will tune them out. I’m not an advocate for lying, but a little white lie, in this case, will do them good.

We rely on our management team. Our front-line workers also rely on them. Our managers are generally our middle man/woman. They’re in a tough spot when you really think about it.

Hats off to those who have earned the right to be our best managers. As leaders, we should be grooming their leadership skills insomuch as their managerial skills. If you aren’t already doing so, try it. I promise you – it will make life a lot easier on everyone.

After all, everything we do is with the intent that continuous efforts are intended to consistently and positively impact our revenues.

Consider implementing these tools and watch how things transform.

  • Even when they try – ignoring emotional information doesn’t work
  • Lots of our managers try to hide their emotions, but it always backfires
  • There is no way around it: for optimal decision making, we must take into account emotional information

After all, everything we do is with the intent that continuous efforts are intended to consistently and positively impact our revenues. Regardless of how brilliant our management team is – without the ability to convey such knowledge, they are limiting themselves. And it’s their direct reports and our staff who pays the price.

Maybe a better way to introduce this is by emphasizing the reality that even a minor adjustment can make for major benefits.


Dr. Jennifer Beaman
Dr. Jennifer Beaman
FOR over 25 years, Jennifer has served as an executive consultant helping organizational leaders streamline processes and strategies by enhancing skills and practices. Serving as a strategic consultant to industry-wide businesses throughout California, she soon recognized the unparalleled value of human capital. In turn, she introduced leadership and executive development services, thereby providing a more holistic opportunity for clients. Cornerstone to helping leaders recognize the power of their actions and behavior, she weaves the art of emotional intelligence into all interactions, thereby promoting thorough value to the entirety of organizational systems. Joining ranks as a business owner in 2004, she partnered in a California-based sign manufacturing business. This business served a variety of clients, primarily larger corporations, franchises and Fortune 100-500s. In 2008, she participated in partnership in southern California specializing in project management and leadership development services. This corporation served clients ranging from Fortune 50-100s. The Association for Leadership Practitioners is a subsidiary of a parent company opened in 2010 and serves clients ranging from small businesses to Fortune 500s. Dr Beaman also serves as a partner at Chasing Limitless, Inc., providing strategic consulting and executive leadership development services to catapult organizational revenue and growth and primarily serves Fortune 500 companies. She holds a Doctorate in Management with a focus in Organizational Leadership; Master's degree in Organizational Management; and Bachelor's degree in Organizational Development. She is an active member is several professional affiliations and volunteers on a consistent basis helping entrepreneurs and doctoral students working toward publishing their dissertations.

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  1. We help our clients transition up the corporate ladder and across ladders. It’s really straightforward to get them to pick up new skills and knowledge. Not so easy to change their behaviors — we all are creatures of habit.

    What we find really successful is arming people with practical knowledge on how to build a plan and how to proactively react when the plan they built falls apart. The other part is demonstrating respect to those you’re managing by your actions first, then your words second. If you want your people to work late, you work late with them. If something is important to you, you demonstrate that importance to your team by working along with them on it.

    It doesn’t matter if you’re a manager, director, or executive.

  2. At the kick-off meeting in the late 1990s for a 12 town School-to-Work program in Massachusetts a labor expert from the state government presented an overview of the state’s employment picture. He had some interesting data. “In 1950 only 20% of the jobs in Massachusetts required a four year college degree; doctors, lawyers, engineers, teachers, nurses, etc.” He then asked the audience of 350+ teachers, administrators and business people what they thought the percentage was in 1995.

    The answers from the audience were from 35% to 80%.

    When the answers stopped being offered by the audience one person finally asked “What is the percentage?

    The labor expert said, “It is still 20%.”

    Only 37% of the adults in the US over the age of 25 have a four-year college degree, yet 20% (+/-) of the jobs require the degree. I suggest that many of the 37% are either underemployed or more likely in a different career or job than their college degree.

    Employers raise the minimal educational requirements for jobs to try and hire employees who will become successful. Unfortunately, job success is not about college degrees. The concept of job fit explains why so many degree holders do not become good employees; they lack the talent for job success. Come to think of it, unsuccessful employees will still be unsuccessful even if they acquire a college degree if they do not have the talent for job success.

  3. Hello Dr. Beaman, loved your article, thanks.

    As I see it executives wait far too long before they start thinking about who should be their future managers and leaders.

    Good future managers will not wait to long while their executives dither about how to prepare employees to be managers and leaders.

    A hiring manager should know before the job offer is made whether or not the new hire will be succesful if hired. Most do not know.

  4. Thank you for pointing this out, Jennifer. There is no doubt about it. We are emotional beings and downplaying or ignoring that essential part of managing and leading is to lose a an important part of what makes us who we are. I think a major factor in our culture is the emotional thread that sews it together.