What are the best ways to mentor leaders in transition?

Transitions are a tricky time: so it's really important to carve out time to be still and listen. First, listen to what others are saying - What are the key issues? What is working? Second, listen to yourself. Give yourself time to map out a clear view of what would your do if you had no constraints. The importance of allowing time to listen amidst all the action during a transition- is giving yourself time the space for clarity.

When supporting a leader in transition, besides looking for strengths, weaknesses, opportunities, and challenges, I'd spend time to understand their greatest fears as we can sometimes think that everyone transitioning is eager to get going, yet often leaders carry several hidden insecurities and feelings of self-doubt; often unknown to the others.

Mentoring leaders in transition requires a tailored approach, focusing on developing their adaptability, emotional intelligence, and strategic thinking. I emphasize the importance of fostering a growth mindset, encouraging reflective practice, and providing honest, constructive feedback. Facilitating opportunities for them to learn from diverse experiences and challenges is crucial. It's also essential to cultivate their ability to navigate uncertainty, build resilient teams, and maintain a clear vision, guiding them towards effective decision-making and leadership.

"Leaders are not born, they are developed and groomed"! You need to carefully identify potential leaders out of the normal population using well tested tools like "interviewing, surveys and 360° feedback". Training the selected ones in suitable roles, identifying gaps and providing motivation and support to them to get ready for leadership roles is very vital.

360s and interviews are indispensable tools to get a realistic and balanced summary of perspectives on the coaching client. Without that, we will likely fall prey to some kind of bias. The important thing is that a well-structured 360 and interview process will lead to much better coaching goals. Interviews that meet the individual's needs, but also the team's and the organization's. In the end, that's what matters to make the entire effort valid, helpful, and also justified to sponsors.

Chosen people for "leadership roles" need to be mentored to acquire important leadership attributes like "trust", since trust is the corner stone for effective mentoring relationship. It takes a lot of time and efforts to build the above process, and "effective communication" accelerates the process. You need to evidence "credibility and commitment" with all your competence for the success in your efforts.

Leaders in transition are often a great mix of emotions: fear, pride, uncertainty, nervousness, angst, deep desire (to do right), and interest to name a few. In my experience, the best way to build trust and rapport with them in order to act as a mentor, is to: 1. Trust them first - demonstrate that believe "they've got this" and probably don't need a mentor at all. 2. Empathize - demonstrate that you've been there, and describe your own feelings during the transition so they can see you as a peer. 3. Find their "WIIFM" - What's In It For Me" - Why did they seek this promotion, what does the promotion represent for them, what do they want to accomplish as a leader, and more. Then use their own WIIFM to help motivate them as needed.

Building a trusting relationship with the leader you're mentoring is paramount for their growth and development. Start by fostering an environment of openness, empathy, and non-judgment. Listen actively to their thoughts and feelings, demonstrating understanding and empathy. Assure them that their concerns, uncertainties, and aspirations are valid and respected. Encourage open communication and vulnerability, creating a safe space where they feel comfortable expressing themselves without fear of criticism or ridicule. By establishing this foundation of trust and mutual respect, you can support the leader in navigating challenges, exploring opportunities, and ultimately reaching their full potential.

Address confidentiality. Coaching in organizations always involves more than just the coach and client. There might be HR people, there's definitely the manager, and there could be a sponsor in case it's different from the manager. All of these parties may have an interest in understanding the progress of the coaching. I found that making a discussion about the nature and limits of confidentiality mandatory, an absolute must. The moment coaching clients know that they have a trusted partner who has their best interest in mind, things will flow very differently.

Foster a safe space where the leader can explore several options without judgment. Encourage them to try different approaches within the acceptable risks. Listen and encourage them to take action.

For leaders in transition in addition to excitement, looking forward to what’s next there could be the fear of unknown, a mix of emotions not necessarily knowing 100% what to expect etc . In such situations it’s very helpful to have these leaders reflect on their past experiences and skills that they may have used and realize how a lot of them are relevant and transferable in the role they are going into, while the rest they would need to build on. This brings a sense of confidence to take on the responsibilities of the new role and and to learn further from there

Building confidence and resilience is the key for a leader in transition. Support them to navigate the uncertainties and challenges of transition. Offer encouragement, mindset tools and practices, constructive feedback to help them overcome setbacks and persevere in their journey.

"Leaders in transition" need to be exposed to "challenging situations". You need to closely monitor their responses and reactions and provide support for them to learn and grow in the roles. Stepwise increase in challenges with realistic expectations are suggested for the leaders in transition to achieve. Empathy is an essential element during the course above processes!

"Leaders" need to have "learning abilities", as there're a lot of things to learn in the current environment of ever growing technological impact in every domain. 'Reflection and learning' are essential for the "leaders in transition" to supplement their insights and experiences, obtaining proper feedback for betterment.

Reflection is a powerful exercise that allows leaders to look back and note what was done right and what needs to be improved. Thinking through past events and how it affects the future actions can lead to better results and minimize recurring mistakes.

Sharing personal stories of obstacles and how it paved the way to learning, adjustment and ultimately achieving goals is inspiring. Leaders need to know that they are not alone and that they can learn from others who are ahead of them.

Continous and ongoing "inspiration" is the key for "leaders in transition" to be confident and feel "empowered" to DO the required tasks and to assume responsibility for their development. "SWOT analysis" to identify Strengths and Weaknesses for required midcourse corrections can be very helpful. Mentoring the "leaders in transition" in fostering the power of positive thinking, promoting self-awareness and self-regulation would be a welcome step in the above processes.

As an executive coach, I've seen firsthand how pivotal adaptability is for leaders on the ascent. An example is a client transitioning from a managerial to a C-suite role. The key was fostering a 'learner's mindset.' Rather than relying solely on past successes, I asked the client to adopt a beginner's mindset and answer the question: What is your role as CEO? This questions opened up the recognition that they did not exactly know and let us through a path of crafting this new role based on the needs of the business, team and strengths of the client. This allowed my client to to explore all challenges with humility and curiosity.

A leader in transition needs support, guidance, and resources. They must take advantage of their strengths, achievements, and growth potential. The environment has to be conducive for them to learn. Offer constructive feedback, and connect them with a network of support to help them set realistic goals and navigate the challenges of the transition with empathy and understanding.

La relación clave cuando se está en transición, es con la jefatura. Esta relación marcará la satisfacción y realización en tu trabajo por mucho tiempo y donde pasarás la mayor parte de tu tiempo. Indaga en: ?Cuáles son las expectativas de tu jefe? ?Cómo le gusta trabajar? ?Cuales son sus valores? ?Quienes son las personas relevantes para él en la organización? ?Qué es lo más importante que aprendas el primer mes? y una pregunta muy linda que te puede ayudar a entender mejor cómo piensa. ?Cómo sabrías en una a?o más que fue una excelente decisión traerme a este nuevo puesto? Enfócate en lo que es clave para tu jefatura. Buena semana. (TIP: Compra y lee el libro "Los Primeros 90 días")

1.Assuage their feelings of anxiety. 2. Create a safe space for them to share. 3.Ask powerful questions to help them deal with the anxiety. 4.Help them navigate the 'uncertain path' more confidently.

Encourage leaders to implement a "learning by doing" approach, where they actively experiment with new methods, strategies, or leadership styles in real-world scenarios. Create a supportive environment that allows them to take calculated risks, learn from failures, and iterate on their approaches. Offer specific projects or initiatives for hands-on experience and growth opportunities.

Leaders who hang on to the past can’t transition effectively. Helping them let go of previous roles, routines, and identities is critical to creating space for growth and new opportunities. This mindset shift allows them to fully engage in the transition process, embracing challenges enthusiastically and optimistically.

El lider en una nueva cultura: 1.Busque información acerca de la Organización: historia, cultura, negocio, etc.2.Conozca lo que se espera de su liderazgo.3.Investigue a su nuevo equipo: imagen, crisis, logros, estructura, retos.3.Pregunte por los alcances de su rol.4.Hable con la gente de diferentes equipos, áreas y niveles;Lea tanto lo invisible como lo visible de la cultura.5.Conozca cómo se medirá su gestión y logros.6.Del Líder anterior:cuál fue su legado y la cultura que instauró.7.Dedique tiempo a conocer a sus colaboradores.8.Desarrolle confianza y cohesión 9.Construya visión compartida,defina reglas de juego.10.Defina roles, normas de convivencia, misión y entregables.11.Identifique el nivel de desarrollo de cada miembro del equipo.