Rapid growth is a desirable but challenging scenario for any leader. It can bring exciting opportunities, but also increased complexity, uncertainty, and pressure. How can you coach a leader through this transition and help them thrive? Here are some effective ways to support them in their journey.
The first step is to help the leader identify their current strengths and areas for improvement. This can be done through various tools, such as feedback surveys, self-assessments, or 360-degree reviews. The goal is to help the leader gain a clear and honest picture of their performance, skills, and behaviors, and how they align with the expectations and needs of their role, team, and organization.
In my experiential understanding, 360-degree surveys tend to manifest a level of inaccuracy. Online tools, while crafted with good intentions, lack the personal touch. The underappreciated essence is that of Trust. Genuine and unfiltered feedback only emerges when a foundation of trust is established. I am a huge proponent of self-work, wherein a significant facet involves uncovering the perceptions others hold of oneself – the aspects that may elude personal awareness. The key to minimizing this gap lies in authentic dialogues with active listening. Even more important aspect of this journey is - introspection and having a genuine dialogue with oneself and accepting what emerges rather than fighting it - just because it's uncomfortable.
The next step is to help the leader articulate their vision and goals for themselves, their team, and their organization. This can be done through coaching questions, such as: What is your purpose as a leader? What are your values and principles? What are your short-term and long-term objectives? How do you measure your success? The goal is to help the leader create a compelling and realistic direction that inspires and motivates them and others.
A key tool that has always helped me - as a coach and a coachee is future back - envisioning one's desired future as if it has already happened, and then working backward to identify the steps and actions required to achieve that envisioned outcome. In my experience, most individuals find it hard to respond to questions around values, goals and principles. By projecting oneself into a future state and exploring the details of success, helps an individual more seamlessly navigate these seamingly challenging questions. Through future back, individuals gain clarity on their aspirations and develop a roadmap for realizing their goals, grounded in a sense of personal commitment and purpose.
The third step is to help the leader develop the skills and competencies that are essential for leading in a rapidly growing environment. This can be done through various methods, such as training, mentoring, coaching, or peer learning. The goal is to help the leader acquire and apply the knowledge, abilities, and attitudes that will enable them to cope with the challenges and opportunities of growth, such as strategic thinking, innovation, change management, communication, delegation, or emotional intelligence.
The fourth step is to help the leader maintain their well-being and resilience in the face of stress and uncertainty. This can be done through various strategies, such as mindfulness, self-care, positive psychology, or social support. The goal is to help the leader manage their energy, emotions, and health, and to cultivate a positive and optimistic mindset that will help them overcome obstacles and setbacks.
The fifth step is to help the leader grow and learn from their experiences. This can be done through various techniques, such as feedback, reflection, action learning, or experimentation. The goal is to help the leader embrace and leverage the opportunities for learning and improvement that come with rapid growth, and to push them beyond their comfort zone and current capabilities.
This is something that I cannot underscore enough. Our brains are built to protect us. Successful decision-making often involves a balance between Amygdala (emotion response that avoids discomfort) and Prefrontal Cortex (Inhibition of impulses, risk assessment). Amygadala drives a desire for comfort or fear in response to change or unfamiliarity. Prefrontal cortex does the risk assessment for us. Most decisions or solutions we tend to get initially as a consequence of a coaching intervention are driven by amygdala. As a coach, its important to engage with the pre-frontal cortex and help the coachee weigh the potential benefits of growth and exploration against the perceived threats to comfort
The sixth and final step is to help the leader celebrate and appreciate their achievements and contributions. This can be done through various gestures, such as recognition, gratitude, praise, or rewards. The goal is to help the leader feel valued and acknowledged for their efforts and results, and to boost their confidence and satisfaction.