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Carol Kinsey Goman
Leadership consultant

Carol Kinsey Goman

Carol Kinsey Goman is an executive coach, author and keynote speaker. Her latest book, The Nonverbal Advantage, will be followed by "The Silent Language of Leaders," to be published in April by Jossey-Bass.

Archive: Carol Kinsey Goman

How a mediator should look

In American society, eye contact is important for persuasion and communication. The rule of thumb is to look at the person who is speaking until...

By Carol Kinsey Goman | March 8, 2011; 02:59 PM ET | Comments (0)

Face time still matters

As trendy (and accurate) as it is to focus on the power of social media in this digital age, when it comes to leadership, face-to-face is still the most preferred, productive and powerful...

By Carol Kinsey Goman | February 7, 2011; 03:36 PM ET | Comments (1)


I know that most panelists will be commenting on the substance of President Obama's remarks, but as an executive coach with expertise in nonverbal communication, here is my rating for the president's body language...

By Carol Kinsey Goman | January 26, 2011; 09:33 AM ET | Comments (2)

Why Congress should watch where they sit

While the "who's sitting where?" game may seem just as juvenile as the "my side, your side" division of the past, the fact is that seating really does make a statement. Sure, few of us need to think about our seats Tuesday night, but just about all of us have hovered awkwardly around a meeting table at one point or other. Congress is right to understand that where they sit sends a signal about their power dynamics and willingness to cooperate--and the concept has interesting implications for business leaders.

By Carol Kinsey Goman | January 24, 2011; 02:51 PM ET | Comments (10)

The death of old ways

Effective leaders of change focus on the future without describing the past as wrong. It is almost always unproductive to...

By Carol Kinsey Goman | January 4, 2011; 11:27 AM ET | Comments (2)

The unknowns: Your manager, perhaps?

I nominate all the leaders--executives, managers, supervisors, team leaders--who fly under the radar. You know the ones I mean. Their staffs, team members and employees rave...

By Carol Kinsey Goman | December 21, 2010; 01:52 PM ET | Comments (1)

Don't care about values? At least stop pretending

it all depends on how important a culture of integrity is. If it is essential (as it is for many top organizations), then you must reward, penalize, hire and fire to that value. But if you aren't going to do that, at least have the courtesy and honesty to delete that...

By Carol Kinsey Goman | December 13, 2010; 02:47 PM ET | Comments (3)

Avoid backlash in the first place

Remember, no one likes change done to them; while most people willingly support change that they are involved in creating...

By Carol Kinsey Goman | November 22, 2010; 02:10 PM ET | Comments (2)

Reviving a boiled frog

It is so much easier for leaders to rally the troops in response to crisis, because the rationale for change--the "burning bridge"--is evident. But today our organizations are dealing with forces that are so dynamic and fast moving that to wait until there is proof of crisis is to respond far too late. The way that the accelerated pace of change drastically shortens response time was once explained to me in the following manner...

By Carol Kinsey Goman | November 15, 2010; 01:11 PM ET | Comments (0)

Acknowledge the reality

I once asked an executive team what they were going to do with the devastating results of an employee survey. The managers' first reaction was, "Well, we certainly can't post those!" To which, I replied, "Why not?...

By Carol Kinsey Goman | November 1, 2010; 02:33 PM ET | Comments (2)

What politicians can learn from actors

Getting the job required the ability to make a positive first impression, to be friendly and likeable when dealing with casting directors, directors and producers, and to be a "quick study"--memorizing almost instantly. Doing the job required real acting abilities--getting into the heart of the character and making the performance...

By Carol Kinsey Goman | October 25, 2010; 12:42 PM ET | Comments (1)

Warmth 101 for BP chairman

There are two sets of nonverbal signals that are especially important to our assessment of leaders: warmth and confidence.

By Carol Kinsey Goman | June 17, 2010; 04:19 PM ET | Comments (0)

Not waiting for advice

Michelle Obama should continue to use her body language to express her passion for the cause of childhood obesity.

By Carol Kinsey Goman | May 13, 2010; 12:00 PM ET | Comments (0)

Nordstrom's one and only rule

Can you think of a more potent prescription for chaos than inviting everyone in an organization to rely solely on good judgment when making decisions?

By Carol Kinsey Goman | April 22, 2010; 11:52 AM ET | Comments (0)

Doing rather than saying

For today's skeptical employee audiences, rhetoric without action quickly disintegrates into empty slogans and company propaganda.

By Carol Kinsey Goman | April 20, 2010; 10:49 AM ET | Comments (0)

Strong doesn't mean perfect

In fact, people don't trust "perfect."

By Carol Kinsey Goman | March 1, 2010; 02:14 PM ET | Comments (0)

'Never had control, never wanted it'

The former CEO of Southwest Airlines embodied the difference between management and leadership.

By Carol Kinsey Goman | February 18, 2010; 11:28 AM ET | Comments (0)

Would YOU be an 'Undercover Boss?'

Only a few leaders are bold enough to work incognito as line workers in their own companies -- and have the American public watch the results. Here are lessons from one CEO brave enough to take the plunge.

By Carol Kinsey Goman | February 1, 2010; 06:29 AM ET | Comments (1)

An emotional face

Dear Mr. President: Stop assuming people think logically and act rationally. Think instead about the emotions you want the American public to embody - and then display them yourself.

By Carol Kinsey Goman | January 26, 2010; 05:58 AM ET | Comments (0)

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