Here's how you can continuously develop and improve your skills as an executive.

Sharper than ever, that's the goal! Here's my executive development plan: Growth mindset always: Never stop learning. Seek out courses, conferences, or even executive coaching to stay ahead Feedback fast track: Actively solicit feedback from superiors, peers, and even subordinates. 360° view for continuous improvement Challenge zone: Step outside my comfort zone. Take on new projects or stretch assignments to develop new skills. Empower and learn: Mentor high-potential employees. Sharing knowledge strengthens them and keeps me sharp. By embracing lifelong learning, actively seeking feedback, challenging myself, and mentoring others, I can continuously develop and refine my skills, ensuring I stay effective and relevant as an executive.

Embracing a mindset of continuous learning is not just about staying relevant; it's about positioning yourself to seize emerging opportunities and navigate industry disruptions effectively. As a business growth advisor, I've seen firsthand how executives who prioritize learning can pivot swiftly and lead their organizations through transformative changes. By integrating both formal and informal educational avenues, you cultivate a well-rounded perspective that is crucial for innovative decision-making and sustained business growth.

When embracing learning, actively seek out mentors and join professional networks to gain diverse perspectives and insights. Extra tips include setting aside dedicated time each week for professional development activities, such as online courses or industry webinars, and applying new knowledge in practical projects to reinforce learning. Additionally, stay curious and open to feedback from peers and team members, as this can provide valuable real-world insights and further enhance your learning journey.

Se util y coherente con tu visión, resuelve problemas y aprende de lo que vas a aplicar, vale el esfuerzo un MBA que sacará tiempo y energía, piénsalo el aprendizaje muchas veces aparece con escuchar y reunirte con pares, primero indaga en lo que te interesa, mira tu carrera corporativa, ?cuál es tu para que de estar ahí? ?a donde quieres llegar? Habla con quienes ya llegaron, si no puedes contestar esas preguntas busca acomapa?amiento, terapia, coaching lo que sea, que nunca te digan cual es el camino cuando no estas preparado para viajar.

Adopt a growth mindset that values putting learning into practice. An executive should not try to learn quickly and broadly. Rather, identify the most important areas for growth. Focus on the learning with the highest value and proven results. Make commitments to apply the learning. Get coaching, mentoring, or accountability to help establish habits. Evaluate the effectiveness of the learning and new habits. Then repeat the process.

"Feedback is the food of champions" - essential for continuous improvement. But what about "Feedforward"? This is as simple as asking colleagues/customers just one question: "What one thing could I do to improve my performance?" And, then just say "Thank you" I use feedforward exercises when coaching and developing Exec teams eg every member of the team gives feedforward to each other "What one thing could I do to improve the productivity of our next Exec meeting?

What's very important for Executive or CXOs is to feel safe to listen to stakeholders voice on his / her leadership on regular basis.v This gives enough opportunity to understand ones " highlights and watchouts " . The areas highlighted as watchouts have to be considered as development opportunity for which one can seek organization support to enhance ones effectiveness dimensions. This could mean executive coaching or executive education etc Additionally, one needs to be open to enhance range or versatility, so that employability is raised. To my mind to survive, thrive and flourish in career, one has to take responsibility to raise " effectiveness and employability " , on regular basis to remain relevant and employable .

Feedback ist einer der wichtigen Treiber für pers?nliches Wachstum. Voraussetzung dabei ist jedoch, dass das Feedback wertfrei und als das angenommen wird was es ist. Eine Beobachtung und Wahrnehmung des Feedbackgebers, die durch seine Sichtweise gepr?gt ist. Und genau darin liegt der Mehrwert von Feedback. Dadurch erhalten wir Sichtweisen anderer, die selbst so nicht erkannt worden w?ren. In der Verantwortung des Feedbackempf?ngers ist es nun, das Feedback wertsch?tzend zu reflektieren und es als Grundlage für die eigene Selbstreflexion heranzuziehen. Dann besteht die Chance, aus jedem Feedback zu lernen und daran zu wachsen.

When seeking feedback, schedule regular one-on-one sessions with your team and mentors to foster an open dialogue. Use specific questions to elicit detailed feedback and implement a 360-degree feedback process to gain insights from various perspectives. Additionally, keep a feedback journal to track recurring themes and measure progress over time.

When setting goals, break them down into smaller, manageable tasks to maintain motivation and track incremental progress. Incorporate both short-term and long-term goals to balance immediate achievements with future aspirations. Additionally, consider using goal-setting software or apps to organize and monitor your objectives. This ensures that your goals are consistently reviewed and updated, keeping you aligned with your strategic vision and responsive to industry changes.

Zu guter Letzt ist die Identit?tsstiftung ein weiterer wichtiger Erfolgsbaustein für die Führungshaltung. Der Arbeitsplatz ist nicht nur eine geografische Koordinate, sondern auch ein ?Kultur-Ort?. Wer es als Manager schafft, eindeutige Anziehungskr?fte für seine Teammitglieder und seine Kunden zu schaffen und, über die nackte Bilanz hinaus, sinnstiftende Konturen des Unternehmens zu zeichnen, braucht sich um die Anschlussf?higkeit des Teams an seine Führungsideen keine Gedanken mehr zu machen.

When networking, focus on building genuine connections rather than just collecting contacts. Engage in meaningful conversations, listen actively, and offer help or insights where you can. Additionally, leverage social media platforms like LinkedIn to expand your network and showcase your expertise through thought leadership content.

When reflecting, consider journaling as a way to document your thoughts and insights. Writing down your reflections can provide a tangible record of your progress over time and serve as a reference for future decision-making. Additionally, seek feedback from trusted colleagues or mentors to gain different perspectives on your strengths and areas for improvement.

Haltung hat etwas mit einer empathischen, reflektierenden Pers?nlichkeit zu tun. Derjenige, der ein Gespür für die Befindlichkeiten des Teams einbringt und die F?higkeit zu aufrichtigen Beziehungen kultiviert, f?rdert unternehmerische Koordination und Kommunikation. Und noch ein Aspekt wird oft untersch?tzt: Die Andersdenker werden klar im Vorteil sein. Als Leader ist es heute wichtig, die Bereitschaft zu entwickeln, eingefahrene Pfade verlassen zu k?nnen. Wer die eigene Meinung und die unternehmerische Strategie immer wieder aufs Neue überprüft und sowohl sich selbst als auch seinen Mitarbeitern Raum gibt für neue Impulse, ist Managementaufgaben viel mehr gewachsen. Wer Z?une baut, bekommt Schafe.

There are generally two categories of coaches: one focuses on a specific area of growth and the other acts as guide throughout the executive career journey. If an executive has one outstanding pain point, a coach who focuses on those solutions is a good option. The coach as a guide is usually a seasoned coach or executive who is able to support through all the highs and lows. Usually this coach has an ICF or comparable coaching certification. They provide long-term support and transformative change for the executive. Either kind of coach will accelerate learning, ask for commitments, and provide accountability that an executive is unlikely to find in a person who is internal to the organization.