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7 Questions with Anda Goseco
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7 Questions with Anda Goseco
Name: Anda Goseco
Current title: Business Owner
Current organisation: Coach Anda
Anda is a credentialed Professional Certified Coach with the International Coaching Federation (ICF-PCC) and has been coaching for the past 11 years. As an Executive Coach, she takes leaders to the next level of success by uncovering their blind spots and focusing on team strategies that lead to high engagement and productivity.
She is known to ask tough questions — probing questions balanced with humility, empathy and respect to make coaching a safe place for them. Like a Rubik’s cube, she has the ability to notice patterns, see how pieces fit, and find the right combination to unlock what leaders and teams need to get them to the next level.
She always looks for ways to give the best value to clients. Always wanting to learn and build mastery of her services to clients, Anda has taken fifteen courses to date which has a combination of themes focused on leadership, resilience and engagement. She customizes and re-calibrates each program to get maximum results.
Anda has experienced coaching leaders from various industries--- telecommunications, hotels, consumer goods, shipping, real-estate, banking, IT consulting, food, manufacturing, insurance, remittance, architecture, law, production, shipping and retail.
She was a columnist with Entrepreneur where she answered questions sent by the readers on Business and Leadership. She was also asked as an expert to give advice for Entrepreneur, Money Sense and F&B World.
She co-founded Intentional Women Coaches (IWC) and The Learning Team. IWC focuses on empowering women through one-on-one coaching and workshops. The Learning Team helps entrepreneurs achieve specific business goals through groupthink and group coaching.
1. What have you found most challenging as a CEO or executive of a large enterprise?
As a business owner, the challenges I face are constantly adapting to the challenges of the business. I need to be flexible and adaptable to the environment around me.
It is important to be able to stay on top of my game. I have to constantly ask if what I am doing is giving value to my customers. I have to always be learning and collaborating with industry leaders. I have to be able to zoom in on the details but also be able to zoom out and look at the overall direction and strategy of the business.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I started Coach Anda 11 years ago with a purpose to build leaders who were focused on creating the best environment to make their team thrive. I started with one-one-on coaching and then supported my flagship program with workshops for leaders and teams focused on engagement resilience and productivity.
3. How do you structure your work days from waking up to going to sleep?
I wake up early -- 6am and start with the creative tasks first. After this I start answering messages sent to me. The rest of the day is used for meetings, coaching sessions and workshops. Blocks of time works very well for me because it helps me focus on specific tasks and get it done.
I believe that I can be productive if I am able to address the other needs that are important for me. I end at 6pm for work and use this time for my family and other personal activities. I have more energy to do my work and give back to people if I am able to fulfill my personal needs.
4. What's the most recent significant leadership lesson you've learned?
Feedback is the breakfast of champions. When we are open to feedback, it can help us grow in every aspect of your life. It is the key to moving to the next level. It is not easy but we need the courage to face the feedback and think of the value it will give us now and the future.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
The book of Marshall Goldsmith--What Got You Here Won't Get You There. It helps you take a step back and think about what is not effective for you as a leader. We have to be aware of what is working and what is not with our current situation. It helped me let go of what was not helping me anymore.
6. How do you build leadership capacity in a large enterprise?
Leaders need to lead with authenticity-- strong values and purpose which will anchor them through difficult situations. They also are open to feedback and growth to be a better leader.
The leaders who are committed to serve the people they lead are able to move the organization to achieve their goals. They understand that people are the greatest resource of an organization and they will find ways to nurture and protect it.
The leaders have to create a strong unbreakable culture that will unite everyone to achieve their goal. When people feel they belong to a group and share the same beliefs, they will be a collaborative and a cohesive team.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Last year when the pandemic started, I had to let go my plans for the business. It was not easy since last year was supposed to be a big year for me. I am used to action and getting the results right away. I learned to pause and sit still instead of being reactive to the situation.
I learned that if we are not able to reflect before we act, it may not be the best decision or direction. When you give time to stop and think, it helps you understand the environment better and how you are reacting to it. There is so much value in being aware of our thoughts and feelings which lead to the outcome.