Transitioning to Senior Leadership: Explaining your Rationale

In our last post, we began the discussion on how to actually make the shift from consensus or compliance (depending on your tendencies) to commitment. The first of three focus areas was to provide intentional and structured communication to help win the hearts and minds of your people. 

The second, outlined here, is to explain "The Big Why." 

Transitioning to Senior Leadership: Leading With Strategic Vision

In our last two posts, we began to explore the second mindset shift that leaders need to make to successfully navigate the transition into senior leadership. It’s a shift from a Problem Orientation to an Outcome Orientation.

Transitioning to Senior Leadership: The Importance of Peer Relationships

In our last post, we began to explore the second mindset shift that leaders need to make to successfully navigate the transition into senior leadership. It’s a shift from a problem orientation to an outcome orientation.

The three components to actually making this shift are (1) cross-organizational advocacy, (2) driving strategic vision, and (3) building people capacity. We’ll explore the first component in this post.

Leadership Self-awareness

“It is good to see ourselves as others see us. Try as we may, we are never

able to know ourselves fully as we are, especially the evil side of us.

This we can do only if we are not angry with our critics but will take in good heart whatever they might have to say.”

― Mahatma Gandhi

Coaching Your High Potential People (A Players)

Audrey works as a software engineer in a fast growing technology company in Denver. She’s young, smart, and a rising star on her team. She’s got a great attitude that is equally matched with performance. You might call her a “high potential” team member or even an “A” player.

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