In my last post, we talked about one of the deadliest pitfalls of transitional leadership. In this blog, we’ll take a look at why some people "Go It Alone" and some steps to overcome this treacherous pitfall.
In the last few weeks, I’ve coached 3 clients who are newly promoted and nearly about to fall into one of the biggest traps that could derail them, if not cost them their job. And the most ironic thing is that this pitfall is one of the few that is entirely in their control, and no one else can do it for them. Let's talk about one of the deadliest pitfalls of leadership transitions.
It’s tough to know how to buy a complex product you have never purchased before. You have little, to no frame of reference or knowledge about the product to base your buying decision on. This holds true for leaders who are choosing an executive coach.
How often do you consider the role of empathy in a list of qualities of a successful leader? The research is proving a direct link between the two.
It is my frequent experience that most people who are provided or are seeking an Executive Coach, are not well equipped to know how to make a strategic decision about selecting a coach.
Does your recent Google search history look like this: How to pick an executive coach, when to use an executive coach, finding an executive coach near me, picking a remote executive coach...and so on? Well, search no further. Ring Results is presenting the ultimate guide on how to pick an executive coach that is right for you.
Are you taking stock of how you are progressing against your goals for the year? Ironically, if you are tracking well and likely to nudge close to your goal, or possibly even hit it out of the ballpark, you may fall prey to self-induced behaviors that could ensure you won’t reach your goals.
In this recent blog, I made the case for being a succesful leader for your new hire by having a transitional leadership plan in place. Below are best practices I’ve witnessed bosses do to set a newly hired or promoted leader up for success in their new role transition.
More than 70% of executives are not effective at supporting new-to-role peers and managers according the Corporate Executive Board’s research.
Imagine you are a senior level leader who experiences these challenges:
- You have to choose between 4 good internal candidates for a promotion and feel anxious about turning 3 of them down. After the news is broken to the unselected candidates you immediately send them an email offering to take them out for lunch and offer to help them with their development