2008-1-25 14:37:50
[推荐]Leadership Issues at the Senior Executive Level?
QUESTION: Leadership Issues at the Senior Executive Level?Dear Merry,
I am a newly promoted HR professional now in charge of supporting the executive team at my company. What are the most common leadership issues you coach at the senior level?
RESPONSE: From Success to Significance
Dear Executive,
Congratulations on your promotion!
First and foremost, in dealing with senior level executives it’s useful to remember that they are people too. So in our coaching we find that at their core, senior executives are dealing with the same issues as any other executive we coach. We coach them on issues like:
1) Self-awareness and challenging their habitual thoughts and responses.
2) Learning what is authentic behavior for them and how to be comfortable “in their own skin”
3) Leading, collaboration and coalition building
4) Listening and communication skills
5) The difference between what is urgent and what is important
These are some of the areas that remain constant in all coaching.
Then, for senior level executives there are common issues that come up that are unique to their level. In general, we coach top leaders to move from “success to significance” by providing them the space and time to consider:
• Are their communications supporting their business agenda?
• Is their constituency aligned to support their strategic goals?
• What is their executive persona? Is it serving them? The organization?
• What gives meaning and keeps them engaged in their work?
• What they are truly passionate about achieving?
• What legacy they want to leave behind?
Very senior people often come to coaching asking: “Is this it?” They thought they would feel happier when they reached this point in their career. They have achieved a high level of success. They have financial comfort. But they are still looking for a higher level of satisfaction from their work.
At the most senior level, coachees are dealing with the Board of Directors, the press, analysts, sometimes government officials and heads of countries. The stakes are much higher at a senior level. Decisions are magnified in size and scope. All eyes are on you and there is an executive persona that must be developed and fit the individual.
Executives at this high level have been doing a lot of the right things - usually for years. It’s what got them to be very senior leaders. So to have them widen their perspective or add or subtract behaviors can be a challenge, but not impossible.
So if you support senior people don’t think they are different than you. Don’t work your agenda “trying” to be good enough. Drop your fears and doubt about your own performance and move to their needs. Ask good questions. Know the business issues and be a good listener. Make the interaction you have with your senior leaders count for them by having the time be about them and their challenges. And remember it’s hard to get people to talk straight with you when you’re the boss - be honest and make an impact.
Dare to Deliver!
Merry
Merry Marcus
President
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