Shift 2 Continued: Why Peer Relationships are More Important Than Direct Reports (Part 2)

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.

How to Structure Your 1-1 Coaching Sessions

As we wind down the year and look toward the next, there isn't a better time to step up and engage more effectively with your people. One the simplest and most overlooked tools that leaders have to enhance their coaching is the 1-1 Coaching Session. 

The Yes And Myth

leadership communication - using yes and

The latest workplace communication craze called "Yes and" has recently been popularized by team builders and improv folks who've never stepped into the business board room. It's a technique that minimizes disagreement and encourages agreement. So, instead of responding to a team member's idea with a "No" or a "But," people are trained to respond with a "Yes and…."

Shift 1 to Senior Leadership: Part 2

In our last post, we began exploring the first shift leaders need to make to be successful in senior leadership roles - from being smart to being aware.  

So, what does this shift of being smart to being aware look like? It will seem easy on the surface, but it's a lifetime of work. And it’s comprised of 3 parts:  

Leading in a Matrix Organization

So, you are a leader in a matrix organization. Perhaps you are the Line Manager to whom a Team Member reports directly, although you rarely see each other.

Interpersonal Agility: Balancing Multiple Teams

leadership agilityOne of the challenges senior leaders face is that for the first time in their career they may find themselves on multiple teams. For example, they lead their own team of managers who run the function of an organization such as Sales or Engineering. And, they may also belong to a leadership team comprised of fellow hard-charging peers from other functions of the organization that report up to a General Manager or CEO.

Interpersonal Agility: The Foundation for Senior Leadership Relationships

As leaders rise to higher levels within an organization, they are required to navigate increasingly complex and chaotic situations. There are hand-offs and trade-offs with stakeholders and constituents. There are executive leaders to please and junior leaders to lead. Fellow peers with competing agendas from other functions such as Sales, Engineering, and Finance, vie for the same set of limited resources. And, decisions become more and more consequential to the organization. 

Free Leadership Training in Boulder

Ignite Leadership Launch is a two-hour Leadership Training seminar that will ignite your potential as a leader, and the potential of the people around you.  Whether you’re a future, emerging, transitioning or senior leader, you’ll gain insight and practical skills to elevate your effectiveness in the workplace.   Led by author, speaker and consultant Sal Silvester, this seminar is now offered to individuals and is based on his popular book Ignite!  The 4 Essential Rules for Emerging Leaders.  

Three Critical Leadership Shifts

Look at you — you’re a rising star! You’re smart and successful. People are taking real notice of how good you are in your job as an engineer, financial analyst, customer-service representative or software developer.

Life is sweet, but something is about to rock your world.

You are about to get promoted.

Leadership Training Transitions - Denver

 

I just kicked-off an 8-month leadership development program with a client in Denver, and one of our topics was about the "shifts" people need to make when they step into leadership roles. Reflect on the items below: 

 

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