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TRANSITION COACHING FOR LEADERS
Why Coaching?
The statistics are alarming. Forty percent (40%) of all external executive transitions will fail during the first 18-24 months. What's more surprising, even twenty-three percent (23%) of internal executive promotions fail within the first two years. Organizational onboarding often falls short at the executive levels, leaving leaders in dire need of support. Across industries, leaders today are bombarded by relentless demands on their energy and time, competing agendas, people and culture complexities, and an ambiguous path forward with few clear guideposts. Navigating an entirely new landscape leaves many leaders thinking, "what did I get myself into?" Without a clear playbook, more organizations are increasingly integrating 3rd party coaching support.
Who Engages in Coaching?
Many individuals I work with find their leadership roles require a whole new set of skills. They are engineers, scientists, academics, financial professionals, and entrepreneurs. Sometimes the leader seeks coaching on their own; sometimes one of their leaders or HR partners will sponsor a coaching engagement. From the organization's perspective, coaching is an investment in a leader's growth and capabilities. It's a way of saying, "we need you, believe in you, and are committed to providing you the tools you need to succeed in this new role."
Who is the Client?
Although coaching is often contracted at the organizational level, the leader (the "coachee") is the client. This means all coaching conversations are confidential. Objectives may be established on the front end with a coaching sponsor, but it is up to the coachee to communicate any insights and progress he/she wants to share with his/her leadership team. This provides a safe place for exploration, candor, and builds trust for a solid working partnership between the coachee and coach.
What is Your Approach to Coaching?
Wanting to make an immediate impact, many leaders dive right into the realities of the new role without taking the time to diagnose the business situation and politics/people/culture context. Using the Double Diamond Framework, created world renowned executive coach Navid Nazemian, I work with my coaching clients through a structured yet fluid process to fast-track time to productivity, avoid costly and career limiting mistakes, accelerate team cohesion, build credibility with stakeholders, and sustain success over the long run.
Transitions are a Marathon not a Sprint
Because transitions can be stressful (71% of C-Level, 72% of Senior-Level, 76% of Mid-Level leaders report some stress or significant stress [Leadership Transitions Report, 2021, DDI]) I also integrate lifestyle and wellness coaching to support a leader in optimizing his/her energy and capacity. Using Harvard Medical School's Six Pillar Lifestyle Model we might explore strategies to improve sleep, avoid risky substances, integrate healthful eating, increase physical activity, manage stress, and build a strong support system.
What is the Format for the Coaching?
Typically we meet for ten 50-minute sessions via Zoom or MS Teams every two weeks for a period of 6 months. During these sessions we explore typical challenges and opportunities that the leader might encounter during one of seven different phases of a transition. Together we discuss strategies for approaching each phase thoughtfully and proactively. Priority will also be given to any matter that the leader needs support around in real time.
What are Typical Coaching Outcomes?
Leaders are results oriented. The litmus test is, "are you doing what you need to do effectively?" "Are you getting the highest and sustainable performance out of your people?" "Are you making decisions out of a place of intention and clarity versus impulse and reactivity?" "Are you navigating conversations and conflict in service of the best possible outcome for all involved?" "Are you experiencing more peace of mind and ease in your new role?" "Do you have the energy to sustain you through the demands of your role in an ecosystem of complexity and uncertainty?"
What Assessments and Techniques are Used?
Feedback from 360s and self-assessments such as the Gallup StrengthsFinder, Listening Intelligence, or EQi 2.0 might be used to help the leader leverage natural strengths and establish development goals. If the leader is open, I might suggest brief 10-minute mind training practices to help strengthen focus and awareness.
The statistics are alarming. Forty percent (40%) of all external executive transitions will fail during the first 18-24 months. What's more surprising, even twenty-three percent (23%) of internal executive promotions fail within the first two years. Organizational onboarding often falls short at the executive levels, leaving leaders in dire need of support. Across industries, leaders today are bombarded by relentless demands on their energy and time, competing agendas, people and culture complexities, and an ambiguous path forward with few clear guideposts. Navigating an entirely new landscape leaves many leaders thinking, "what did I get myself into?" Without a clear playbook, more organizations are increasingly integrating 3rd party coaching support.
Who Engages in Coaching?
Many individuals I work with find their leadership roles require a whole new set of skills. They are engineers, scientists, academics, financial professionals, and entrepreneurs. Sometimes the leader seeks coaching on their own; sometimes one of their leaders or HR partners will sponsor a coaching engagement. From the organization's perspective, coaching is an investment in a leader's growth and capabilities. It's a way of saying, "we need you, believe in you, and are committed to providing you the tools you need to succeed in this new role."
Who is the Client?
Although coaching is often contracted at the organizational level, the leader (the "coachee") is the client. This means all coaching conversations are confidential. Objectives may be established on the front end with a coaching sponsor, but it is up to the coachee to communicate any insights and progress he/she wants to share with his/her leadership team. This provides a safe place for exploration, candor, and builds trust for a solid working partnership between the coachee and coach.
What is Your Approach to Coaching?
Wanting to make an immediate impact, many leaders dive right into the realities of the new role without taking the time to diagnose the business situation and politics/people/culture context. Using the Double Diamond Framework, created world renowned executive coach Navid Nazemian, I work with my coaching clients through a structured yet fluid process to fast-track time to productivity, avoid costly and career limiting mistakes, accelerate team cohesion, build credibility with stakeholders, and sustain success over the long run.
Transitions are a Marathon not a Sprint
Because transitions can be stressful (71% of C-Level, 72% of Senior-Level, 76% of Mid-Level leaders report some stress or significant stress [Leadership Transitions Report, 2021, DDI]) I also integrate lifestyle and wellness coaching to support a leader in optimizing his/her energy and capacity. Using Harvard Medical School's Six Pillar Lifestyle Model we might explore strategies to improve sleep, avoid risky substances, integrate healthful eating, increase physical activity, manage stress, and build a strong support system.
What is the Format for the Coaching?
Typically we meet for ten 50-minute sessions via Zoom or MS Teams every two weeks for a period of 6 months. During these sessions we explore typical challenges and opportunities that the leader might encounter during one of seven different phases of a transition. Together we discuss strategies for approaching each phase thoughtfully and proactively. Priority will also be given to any matter that the leader needs support around in real time.
What are Typical Coaching Outcomes?
Leaders are results oriented. The litmus test is, "are you doing what you need to do effectively?" "Are you getting the highest and sustainable performance out of your people?" "Are you making decisions out of a place of intention and clarity versus impulse and reactivity?" "Are you navigating conversations and conflict in service of the best possible outcome for all involved?" "Are you experiencing more peace of mind and ease in your new role?" "Do you have the energy to sustain you through the demands of your role in an ecosystem of complexity and uncertainty?"
What Assessments and Techniques are Used?
Feedback from 360s and self-assessments such as the Gallup StrengthsFinder, Listening Intelligence, or EQi 2.0 might be used to help the leader leverage natural strengths and establish development goals. If the leader is open, I might suggest brief 10-minute mind training practices to help strengthen focus and awareness.
