Paula Broadbent Coaching 

Unlocking Senior Leadership: Transforming High Performers into Effective Leaders

 When leaders transition into larger roles, there may be a period where organisations don't fully benefit from their expertise. Often, they end up performing the tasks of their more junior colleagues, where they excel, leaving less time for the strategic aspects of their role; the visionary work and alignment among various stakeholders. As a result, it can feel like a lot of effort is being put in, exhausting everyone involved, yet the organisation ends up spinning its wheels instead of making productive progress.

While it's widely recognised that "what got you here won't get you there," the process of changing habits and behaviours at an individual level is less clear. 

My approach focuses on providing the support and tools necessary to help these leaders successfully transition. I ensure they not only understand the cognitive shifts needed but also develop the procedural skills to authentically put these changes into practice. This way, they gain the confidence and capabilities required to drive organisational success while fostering a productive and engaged team environment.

Although there are common themes across roles, organisations and industries, its not a one size fits all. There's so much advice out there it can be overwhelming.

When you get to senior level, when you're looking after strategic implementation or strategy formation, the generic doesn't work.

I've developed a mechanism / approach to enable the understanding of the strategic and organisational environment,  your own skills, experiences and preferences so you can gain clarity on what you need to do to adjust your approach to be most productive in your new role. 

Effective senior leadership behaviour is a function of the individual with all their preferences, quirks and experience as well as the environment in which they work. Coaching addresses the former and organisational consultancy the latter, combining the two is effective at senior level.

Implementing change when already working at pace is easier said than done and implementing it authentically and in a way that lasts can be even harder. A form of integrative practice can help support real behavioural change and is the final piece of the puzzle, that, in my experience, many approaches miss.