Bob Kantor

Opinions expressed by ICN authors are their own.

With more than 25 years of corporate leadership experience and 6 years of executive coaching expertise, Bob Kantor is the founder of Kantor Consulting Group. Through his company's executive coaching and leadership development programs, Bob supports IT and STEM professionals transitioning from managing technology to leading people with innovation and confidence.

It’s rare for technology-driven organizations today to be limited by or constrained in what they can accomplish based on their technology skills. Rather, it’s the soft skills of those in leadership positions that typically create bottlenecks, miscommunication, re-work and ultimately, projects that are over budget and behind schedule. These are all areas where Bob’s programs enable clients to gain traction and get things turned around.

Bob has experience in leadership coaching for over 150 IT executives and managers at Bloomberg, and over 60 senior IT leaders at companies like DISH Network, Chevron, PayPal, eBay, Toyota, Aetna, Sysco, Unilever, SunTrust Bank, The Walt Disney Company and Molina Health Care.

The opinions expressed in this blog are those of Bob Kantor and do not necessarily represent those of IDG Communications, Inc., its parent, subsidiary or affiliated companies.

Innovate your way back to the future

Being mindful to improve the conversations you have with yourself

Being mindful to improve the conversations you have with yourself

We all have conversations going on constantly in our heads. For some of us they are subtle, passive, and help us feel protected and safe. For others, they are much more aggressive and destructive. Make your self-talk work for you...

The problem with compromise as a team consensus building approach

The problem with compromise as a team consensus building approach

Compromise is not an effective approach to building team consensus. It leaves stakeholders feeling that they’ve 'compromised' their beliefs, and precludes the creation of innovative, higher value outcomes. It also creates resistance...

How to claim your seat at the table by leveraging your strengths

How to claim your seat at the table by leveraging your strengths

When in a meeting you should play to your strengths. What you bring to the table will help your team more than competing with more extroverted colleagues.

The Simple Truth That Can Change Your 2015

The Simple Truth That Can Change Your 2015

Will this be the year that you keep your New Year’s resolutions? It can be, if you accept one simple truth about how we humans change our behavior.

How IT Leaders Can Empower Teams to Become Decision-Makers

Most managers want their team members to be more proactive when it comes to making decisions. IT Team leaders at any level can use a 'Tree Decision Rights' model to identify different types of decisions and then work with their team...

How to Become a Better Communicator With Your IT Staff

Do you find that you or your IT team members aren't communicating as well as they could or should? If you said 'yes,' here are two powerful techniques you can apply to significantly improve the way you communicate and the impact you...

4 Ways to End Unconscious Incompetence and Manage Effectively

Are you and your staff suffering from 'Unconscious Incompetence?' IT management coach Bob Kantor outlines what this is, what causes it and offers four simple ways to put an end to it.

3 Ways You Can Be the Manager No One Wants to Leave

The most common reason employees voluntarily leave their jobs is not the company or the work--it's the boss. The most decisive factor in employee retention is the quality of the employee-manager relationship. Here are three simple...

Improve the IT Job Interview Process with Targeted Selection

Targeted Selection is a process based on the premise that past performance in work situations is often a good indicator of future performance in similar situations. Targeted Selection can also be a valuable interviewing tool for...

How to Design a Successful RACI Project Plan

No matter how detailed and complete a project plan may be, confusion or omission of participant roles and responsibilities will cause major problems. IT management coach and consultant Bob Kantor outlines the simplest and most...

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