Unlocking Senior Leadership

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 bringing their old ways of working to the new role. That which brought success at a more junior level in the organisation. They may still have their heads down. maybe working alongside and co-performing the tasks of their more junior colleagues. This is often where they excel, which is why they were promoted.

But it leaves 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. 

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 larger teams and strategic implementation or strategy formation, the generic doesn't work.

My approach focuses on providing the support and tools necessary to help these leaders successfully transition. One size does not fit all. Finding the fewest things that make the biggest difference may be different for each organisation / individual. No-one has time to learn and implement every concept associated with successful leadership. What works in one organisation, or at one point in time may not work in another. 

My process helps to clarify the most efficient and effective path for each individual, cutting through the noise to what will work. 

Once the path is clear, its another thing all together as busy adults to make real change to our approach. The next step is to bridge the 'knowing-doing' gap.

Its important to understand the cognitive shifts needed (what i need to know) but also develop the procedural skills (how to actually do it) 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.

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.  Implementing it authentically and in a way that lasts can be even harder. A form of integrative practice / praxis can help support real behavioural change and is the final piece of the puzzle, that, in my experience, many approaches miss.