The Monthly Leader Review


The Monthly Leader Review Volume 1, Issue 7
July 2006

Dear Steve,

Welcome to the July issue of the Monthly Leader Review. This months newsletter focuses on an expert in the coaching world, Meryl Moritz.

I actually met Meryl almost three years ago when she was my instructor in a coach certification class. I was so impressed with her that I hired here as my personal coach where she helped me transition out of Corporate America and into my current business. So with that said, I am very happy to introduce Meryl to each of you, enjoy.

Meryl Moritz is Founder and President of Meryl Moritz Resources. She is a Master Certified Coach of senior executives, entrepreneurs, and business owners who are intent on delivering increasingly greater performances in their chosen work.

Coaching in organizations at Credit Suisse First Boston, Goldman Sachs, Johnson & Johnson, Sony, and AT&T since 1994, first as an independent contractor, then later as a partner in a coaching consortium, Leadership Strategies (, she formed Meryl Moritz Resources LLC to deliver leadership development/coaching services to major organizations. The focus of her proprietary coaching approach, Personal Global Positioning Systems for Executive Development ® is to enable top-echelon businesspeople to anticipate and adapt quickly to radical changes while keeping their sights trained on their ultimate personal and professional visions.

Meryl draws on 20 years of corporate consulting, marketing, management, and facilitation expertise. Most relevant are her experiences as a senior executive at two international firms (Hill & Knowlton, Inc., specializing in global public relations and public affairs, and Louis Harris & Associates, public opinion and market research experts) and as an entrepreneur – she founded a marketing consulting business in 1986 to serve companies like Reed Elsevier, Okidata, the former Chemical Bank (now JP Morgan Chase), Xerox, AT&T, NYNEX (now Bell Atlantic), among others.

Her views on management, executive development and coaching have been published in numerous books (The Human Side of High Technology: DePaul University Press; Using Your Sales Force as a Vital Resource: AMACOM; Electrotechnology and the Engineer: SPECTRUM/IEEE; On Becoming a Coach: Coach University) and articles in the business media. Meryl has been a keynote speaker, panelist and presenter in many forums over the years, including Humanism and Technology, Women and Technology, The American Red Cross Financial & Public Relations Conference, Public Relations Society of America annual conferences, Coach University’s 1999 Conference, the International Coach Federation 2000, 2001 and 2002 conferences, among others. Meryl earned the Certified Mentor Coach designation in 1999 and since then has mentored executive coaches in the U.S. and abroad as part of her commitment to the profession’s standard of excellence.

Meryl holds a Master of Science degree in applied sociology from Hunter College, a BA from Carleton College, and has completed a two-year master coach training program. She is a member of the International Coach Federation, the International Consortium of Coaching in Organizations and the International Association of Coaches. Meryl serves on the Credentialing Committee of the International Coach Federation and is a faculty member of New York University’s School of Management, Organizational and Executive Coaching Certificate Program.

The July Leader Interview
  • Meryl Moritz, President - Meryl Moritz Resources

  • Meryl Moritz, President - Meryl Moritz Resources

    Steve Gavatorta: What motivates you?

    Meryl Moritz: A puzzle. A challenge. A chance to contribute. The notion that some issue doesn't have a viable solution -- can one be found? The phone calls from a client organization when I'm asked, "We need to do this. Accomplish this, but... Can you help?"

    Steve Gavatorta: How do you motivate your clients?

    Meryl Moritz: I'm sure I am NOT the one doing the motivating. The great clients (and they all have their greatness, believe me!) motivate themselves. My job is to help them clarify their own thinking, enlarge their perspective, identify actions they want to do to take their thinking "public." I'm the only one who is motivated by my thinking: others are motivated by theirs. So, "motivating" others is really stimulating the hell out of their thinking so they want to jump into action.

    Steve Gavatorta: Describe your leadership style?

    Meryl Moritz: I recently commissioned a 360 degree survey of my clients, associates, peers, and former employers to get their views of my leadership, so I'm answering from that vantage point. I'm 2 parts visionary (strategic, big picture) to 1 part traditional-results oriented leader, or so say the poll results. In the past year alone, I've made a conscious decision to veer away from consensus building and collaborative leadership to even more on the visionary/delegative front. That translates into "Say what you see as successful functioning and then have the right people take the message forward in the right way or challenge it and improve upon it."

    Steve Gavatorta: Who do you consider a good leader/role model & why?

    Meryl Moritz: There are two kinds of leaders that come to mind -- thought leaders who inspire us to change our attitudes and action leaders -- whether on the sporting fields or in organizations, who set a direction and woo us to follow. The thought leaders whose ideas I want to follow are people like Mihaly Csikszentmihalyi in the discipline of psychology who studies peak experience and flow and gives a clear message of what is possible; Twyla Tharp in the world of dance who says that creativity can be cultivated and sustained by anyone, Julio Olalla in the world of executive coaching because he brings heart and head to the treatment of suffering that occurs inside corporations. There are relatively few so-called action leaders I will stand up for on the frozen Siberian tundra. Marshall Rosenberg, expert in nonviolent communication is one. A heady mixture of great humility, powerful vision, direct communications, humor, faith in people, passionate about his subject (communication) whose example has made me change the way I speak, coach and consult. My graduate school advisor whose direct communication, belief in and requests of me stretched me to my intellectual limit and beyond, showing me my own metal.

    Steve Gavatorta: How do you continue to lead through times of adversity?

    Meryl Moritz: A previous guest featured in this newsletter said "This is my favorite time to lead. " I concur. Since what we do in leadership coaching is facilitate positive change, helping the leader to model the way, we're always about change. Of course, most folks react to change as if it is synonymous with adversity. I like to see change as a creative process, when one way or state is ending and everyone is in a neutral zone waiting for the new beginning. Just when you are about fed up with the fog, it lifts and you see possibilities. My personal leadership mission is to work with my own and my clients' emotional intelligence quotient to help them withstand change without shutting down, backing down or blowing up. We succeed when the leader manages to stay the course in times of ambiguity and even bleakness.

    Steve Gavatorta: During these fast paced times, how do you lead during change and ambiguity?

    Meryl Moritz: Gotta find time to get centered. If I'm running on fumes, I'm not at my best and I'm impatient with -- or worse -- judgmental of ambiguity. Twice a week yoga, non negotiable even in the toughest times. Healthy food, lots of sleep, self-care. When I'm in that kind of fitness, nothing fazes me. I approach the worst challenges with equanimity.

    Steve Gavatorta: Do you have any suggested reading on Management, Motivation and/or Leadership?

    Meryl Moritz: My most fervent desire is that we executives, consultants, coaches, and industrial psychologists will create a revolution by asking everyone we work with to commit to raising their own emotional intelligence quotient, EQ. To that end, I recommend Daniel Goleman's "Working with Emotional Intelligence." Because our rat race has caused many of our organizations to be unhealthy, unsafe environments, I recommend Dennis and Michelle Reina's "Trust and Betrayal in the Workplace." And because it's always a good idea to refresh one's learning, I recommend Michael Ciampa and Dan Watkins' "Right from the Start" , which prescribes a learning and acculturation regimen for a leader's first ninety days in a new organization or new leadership role.

    Steve Gavatorta: Thanks for your time, Meryl.

    To learn more about Meryl Moritz Resources, just click on the link below.


    Steve G

    Hello, I'm Steve Gavatorta & welcome you to the first addition of the Monthly Leader Review. I hope you enjoy the interview and find it helpful. Please feel free to forward it on to others - there is no fee for signing up. For more about me, simply click on the link below.

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