Robert Hargrove

Greater Boston Contact Info
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    Executive Coaching, Business Consulting, Brand Consulting, Public Speaking, and Political Consulting

About

Robert Hargrove is the Man Who Wrote the Book that Changed The World of Coaching Forever.…

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Experience & Education

  • Masterful Coaching

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Publications

  • Women In Leadership?

    Robert Hargrove

    Shows women in leadership how to find the path to power

    See publication

  • 3 Reasons Executives Fail in Their First 100 Days

    MyFirst100Days.net

    In my book YOUR FIRST 100 DAYS IN A NEW EXECUTIVE JOB, I show that in 80 percent of the cases, there are three primary reasons for executive failure.

    1) The new executive doesn’t spend enough time walking the halls and building relationships with other key executives at the top of the organization chart. They often join the organization thinking that the best way to make a first impression is to focus 100% on a new strategy or business results, and don’t think about creating allies or…

    In my book YOUR FIRST 100 DAYS IN A NEW EXECUTIVE JOB, I show that in 80 percent of the cases, there are three primary reasons for executive failure.

    1) The new executive doesn’t spend enough time walking the halls and building relationships with other key executives at the top of the organization chart. They often join the organization thinking that the best way to make a first impression is to focus 100% on a new strategy or business results, and don’t think about creating allies or alignment in the new organization.

    2) Executives have a lack of clarity on what their role and going-in mandate is. This is often the problem of the hiring manager, not the individual. For example, oftentimes executives are told they are responsible for driving revenue growth, when they don’t have authority over marketing, new product development, sales, and so forth, leading to the individual finding themselves in an impossible situation.

    3) Executives fail because they do not fit into the corporate culture. For example, one mistake the new executive coming in might make is giving a big presentation at the big meeting filled with technological information or financial numbers that is over the listener’s heads, arguing for their actions by saying that they prefer PowerPoints to being rah rah.

    A powerful partnership between the CEO, CHRO, new executive hire, and transition coach is the key to fixing the problem.

    See publication

  • LESSONS FROM A KING MAKER

    MasterfulCoaching.com

    People tell me about their ambitious aspirations and then ask me how they might take that next big step up. I suggest that there are FIVE BENCHMARKS you need to pay attention to:

    1. BEING A PERFORMER. Business takes place in the domain of accomplishment and you have to be able to demonstrate results. Think about the “10 X factor.” The people I have helped get to the top not only have big personal and organizational ambitions, they work 10 X harder than the next person and produce 10 X…

    People tell me about their ambitious aspirations and then ask me how they might take that next big step up. I suggest that there are FIVE BENCHMARKS you need to pay attention to:

    1. BEING A PERFORMER. Business takes place in the domain of accomplishment and you have to be able to demonstrate results. Think about the “10 X factor.” The people I have helped get to the top not only have big personal and organizational ambitions, they work 10 X harder than the next person and produce 10 X greater results.

    2. PERCEPTION OF HIGH POTENTIAL. If you want a promotion, you can’t just work hard and hope and pray that some light will shine through. If you want a promotion, you need to be sure your performance is recognized. Start with learning to toot your own horn.

    3. ACHIEVING VISIBILITY IN HIGH PLACES. Getting to the top requires being visible to people at the top. Speak up at big meetings where you might normally be silent. Consciously and intentionally say something that adds value.

    4. GAINING INFLUENCE. Leadership is all about influence. Who’s in your sphere of influence? Supporters? Opposers? People on the fence? How can you get where you are going by helping others get where they are going?

    5. WIELDING POWER. Power is about gaining formal authority. One way to get power is to ask for it. Next time your boss asks you to do something say, “I will be happy to do this for you. I’ also like to ask a favor of you, I want to be in that corner office.”

    See publication

Honors & Awards

  • Distinguished Public Service Medal

    USA Department of Defense

    I was given an award for Distinguished Public Service by the Honorable John Young, US Asst Secretary of Defense, for a "distinctive contribution in Reinventing the Way the Pentagon does Business"​ and for "determined effort to ensure the safety and security of men and women who put on the cloth of the nation."

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