When I was first promoted into a leadership position years ago, I was in over my head. My transition was a nightmare — I felt underprepared and undersupported alike. Basic responsibilities like delegating and providing feedback were brand-new skills I had to learn on the fly. In hindsight, I shouldn't have been surprised by the struggle. ???????????????? ?????????????? ???????? "???????????? ???????? ???? ?????? ???????????????????? ?????????????????????? ????????." The skills that make successful individual contributors don't automatically transfer into leadership roles. Yet many companies set new leaders up for failure. According to McKinsey: ???????? ????% ???? ?????????????????????????? ?????? ???????????? ???????????????????? ?????????????? ???????? ???? ???????????????????? ???????????????? ?????? ???????????????????? ???????????????????? ?????????? — ?????????? ???????? ???????? ?????????? ???? ???????????? ?????? ?????????????? ???? ?? ???????????????????? ????????????????????. The rest of us get tossed into the deep end. I was one of those sinking cases back then. Thankfully, I stuck with it through self-teaching, eventually turning to a leadership coach. But new managers shouldn't have to stumble through transitions blindly. If you're promoting someone into leadership, make their shift easier. Invest in transition support, mentorship, and leadership coaching from day one. It dramatically increases the success rates of new managers. We've all been that struggling new leader at some point. Let's start setting more people up for success from the get-go.
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Why New Managers Struggle—and How to Fix It Stepping into a leadership role for the first time can feel exciting, daunting, and, for many, isolating. Often, new managers are promoted because of their technical skills, but leadership requires a completely different skill set—one that’s rarely taught in advance. Without proper support or training, here’s what can happen: ?? Imposter Syndrome: New managers question their capabilities, feeling like they’re not “real” leaders. ?? Communication Breakdowns: Struggling to provide clarity or feedback, leading to misalignment within teams. ?? Overwhelm: Balancing team management with their own workload feels unmanageable. ?? Trust Erosion: Without confidence or direction, relationships with their team may falter. But these challenges aren’t inevitable—they’re avoidable. Here’s how we can empower new managers to succeed: 1?? Invest in Leadership Training: Equip them with skills in communication, decision-making, and conflict resolution. 2?? Provide Mentorship: Pair new managers with experienced leaders for guidance and perspective. 3?? Build Self-Awareness: Help them understand their leadership style and how to harness it effectively. 4?? Foster a Feedback Culture: Encourage open conversations to help them grow and adapt. 5?? Set Clear Expectations: Help them understand their role, responsibilities, and how they contribute to broader goals. By addressing these gaps, new managers can: ?? Lead with confidence and clarity. ?? Strengthen their team’s trust and collaboration. ?? Drive results while fostering a positive, motivated work environment. Leadership isn’t innate—it’s a skill to be nurtured. When we invest in our leaders, we’re investing in the success of our teams and organizations. Have you faced challenges transitioning into a leadership role? Comment below #LeadershipDevelopment #NewManagers #ImposterSyndrome #LeadWithConfidence #LeadershipGrowth #TeamSuccess
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Ever have one of those moments when that "thing" you've been working on, thinking about, maybe already doing, sends a strong message that you're onto something? This is one of many images from a homemade "latch hook" rug that has been hanging in our kitchen for years. You might recognize this as an eight point star, or "North Star" kind of image. I never noticed it until last week ?? Only after I'd recently built an eight point leadership development success model (based on the development and coaching work we do with leaders) did I notice the damn thing. So, what does that model look like? I'm glad you asked. In each of my/our leadership coaching and development engagements we believe all eight "points of the star" are essential to impactful and SUSTAINED individual and group leader growth. The include the following questions and "non-negotiables": 1. What are my values? Those of my team? My organization? 2. How do I get to intrinsic motivation and a state of "flow"? 3. How do I currently see myself as a leader? 4. How do others currently see and experience me as a leader? 5. What leadership brand do I really want to have and be known for? 6. How do I harness the power of demonstrating courage, humility, and accountability to those that matter most - my stakeholders? 7. How can I stay disciplined when the inevitable distractions (including the discomfort of behavioral change) try to pull me off track? 8. How and when do I know I've successfully come out of all this with new, impactful habits and become a more effective leader? When our leaders follow this process they realize marked improvement in their leadership effectiveness 95% of the time. So yeah, we're pretty confident it works. And a big "thank you" to my wife's nana for the affirmation, and mea culpa for not noticing sooner. Happy Labor Day and make it a GREAT Week!
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According to research by Jennifer Nahrang of The University of Iowa Tippie College of Business, Sue Ashford and Scott DeRue of Michigan Ross School of Business Executive Education, employees and job candidates say that they are interested in leadership position— but when asked anonymously about pursuing opportunities to step up and lead, they often seemed reluctant. Have you ever wondered why some of the most capable individuals shy away from leadership roles? It's a phenomenon worth exploring, and it holds valuable lessons for both aspiring leaders and organizations alike. ?? Reflection moment: 1?? Have you ever experienced reluctance to take on a leadership role despite your capabilities? What factors contributed to this hesitation? 2?? How might fear of failure or imposter syndrome impact one's willingness to step into leadership positions, even when they possess the necessary skills and expertise? 3?? What role do organizational culture and support systems play in encouraging or discouraging capable individuals from pursuing leadership opportunities? 4?? How can individuals and organizations work together to cultivate a culture that empowers and encourages capable individuals to embrace leadership roles? ?? Tips for Unlocking Leadership Potential: 1?? Reframe Fear as Opportunity: Recognize that fear and self-doubt are natural parts of the leadership journey. Embrace challenges as opportunities for growth and learning. 2?? Seek Coaching and Support: Surround yourself with coaches, mentors and allies who can provide guidance, support, and encouragement as you navigate your leadership journey. 3?? Challenge Perfectionist Tendencies: Let go of the need for perfection and embrace a growth mindset. Understand that leadership is a journey of continuous improvement, not a destination of flawlessness. 4?? Lead with Purpose: Focus on the impact and positive change you can make as a leader, rather than fixating on the potential pitfalls or uncertainties. 5?? Create Inclusive Leadership Spaces: Cultivate environments where diverse voices are valued and respected, and where everyone feels empowered to contribute and lead. By understanding the barriers that capable individuals face when it comes to leadership, organisations can create a more inclusive and supportive environment where everyone has the opportunity to thrive and lead. #leadershipdevelopment #coachingtips #coaching
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Think back to your first leadership role. That moment when you stepped into the position and thought, “Do I actually know what I’m doing?” Spoiler alert: You probably didn't! And you weren’t alone. Most people step into leadership with a mix of excitement, anxiety, and a healthy dose of imposter syndrome. The world tells us that great leaders are naturally confident, that they walk into a room with an effortless presence and innate ability to inspire. But here’s the truth: confidence doesn’t magically appear before you lead. It is something you build, one challenge, one awkward conversation, one small win at a time. Leadership isn’t about having all the answers. It is about having the skills to navigate the unknown. It is about learning how to have tough conversations without losing trust. It is about knowing when to step in and when to step back. It is about making decisions with clarity even when the path isn’t clear. It is about guiding your team without micromanaging them. And as you learn and practice these skills, confidence follows. Not the kind of confidence that comes from pretending to know everything, but the kind that comes from knowing how to figure things out. Leadership confidence is built through experience, reflection, and yes, sometimes a few mistakes along the way. But the good news? You don’t have to stumble through it blindly. That is where the right skills training makes all the difference. Every manager deserves the opportunity to develop the skills needed to lead effectively. That's why we created GROW, a best-in-class structured skills development journey designed to equip managers with the holistic leadership skills, insights, and support they need to lead confidently and effectively. Whether they are stepping into their first leadership role or are seasoned managers looking to refine their approach, GROW is crafted to fill gaps, enhance core abilities, and inspire a fresh perspective on leadership. Many managers step into their roles without the benefit of structured skills training—this program bridges that gap, providing a comprehensive framework that helps managers go from feeling uncertain to leading with clarity and confidence. Because when you know what you're doing, you naturally feel more confident doing it. So if you’re waiting to feel ready before stepping up, don’t. Take the step, build the skills, and watch confidence follow. #LeadershipDevelopment #LeadershipSkills #ConfidentLeadership #ManagerTraining #ManagementSkills #PeopleLeadership #LeadershipTraining
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Prioritizing leadership development -- at every level -- unlocks better performance and a healthy team and culture.
Helping leaders advance with executive presence & communications?ICF Certified Leadership & Organizational Performance Coach?Facilitator?Speaker?Brand & Culture Builder?Communications Leader?Book a call to learn more
Just because you don’t have a “president” or a “chief” title, doesn’t mean that you’re not a leader. Managers are leaders and the manager role has never been more important. As a manager, you’re not just a taskmaster; you are key to shaping workplace culture and engagement, and driving performance. You directly impact whether employees stay, thrive, or leave. Because employees don’t just leave because of their jobs, it’s often due to poor leadership. You’re a connector who empowers your team’s growth and you can create environments where people are motivated to contribute and excel. Otherwise, you have disengaged employees who contribute to $8.9 trillion in lost productivity globally each year (Gallup). Needless to say, investing in leadership development for managers is essential. It’s not just about training, but rather transforming managers into leaders and coaches who inspire teams to do great work. Prioritizing leadership development -- at every level -- unlocks better performance and a healthy team and culture. Interested in learning more about leadership coaching for managers? DM me “MANAGER.”
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Can we really measure behavioral change? Finding a direct link between leadership programs and business results is something every consulting firm and HR department wants to achieve. To establish this link, there is a middle step. For results to be realized, the leadership initiative needs to facilitate a lasting change in leadership behaviors back on the job. Let’s take an example: if a company wants to improve results by shifting away from slow processes and working in silos, a leadership program might address agile ways of working and how to encourage innovation and collaboration. Assuming leaders adopt what they learn and transfer this knowledge into new behaviors at work, there is a good chance that these improved ways of working will lead to a positive impact on KPIs and business results. This is where the challenge of post-program measurement comes in. For starters, what constitutes a behavior? How do we actually measure behavior change after a program, apart from collecting data on self-reported activity completion from leaders? How long should we measure this for? Do we measure the absence of behaviors - our old ways of working - that we do not want to see, or focus on the positive behaviors that we expect to see? Or both? We certainly do not have all the answers, but here are a few things we’ve found helpful in measuring behavior change over time after participants complete a leadership program: - Think of behaviors as something that can be caught on film. It can be observed by others. - Focus on measuring the positive and productive leadership behaviors that you want to observe. For a variety of reasons, it yields much better results than measuring the behaviors we do not want to observe. - It gets very complex, very fast, if you try to measure both frequency (how often a leader demonstrates a particular behavior) and quality (how well a leader performs a particular behavior). Focus on frequency around positive behaviors. - Do not rely on self-assessments around behavior change. In leadership, the most important thing is how others perceive how you lead. Invite the people that can actually observe whether program participants consistently demonstrate the behaviors you expect to observe during and after the initiative. Data gathered from others should be the foundation. - Make it easy for people to provide their observations and data, measure often and explain how measurement will benefit both leaders and employees. Avoid endless questionnaires in clunky platforms that take forever to complete.? To learn more about our thoughts on daily leadership, download our white paper here: https://lnkd.in/ddDa9UgP ?
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Understanding your team dynamics and getting to grips with a new organisation, its offerings, the competitive environment, customer perceptions and challenges takes time - but our coaching services can accelerate the 'time to value' for senior executives new to their role. #MondayMorningMessages #HighPerformingTeams #HighPerformingLeaders #Onboarding #Coaching
Providing everyday, practical tools and techniques for leaders and teams to be more effective and more successful. I champion challenging, supportive leadership.
We've posted before about some common underlying leadership challenges: ample, senior teams which are unaligned around vision, mission or culture - so pull teams in different directions (see?https://lnkd.in/dFHEstMR); or change initiatives that regularly fail to achieve goals as Dr David Kearney wrote about last week (see?https://lnkd.in/dJxP4xvT?if you missed it). Another core challenge we frequently hear about is the 'extended time to value’ for new senior hires. One of the ways we support leaders to address this challenge is through an approach to Senior Executive Onboarding which focusses on navigating organisational realities and team dynamics. At the heart of this support is our coaching which not only sets out to help you make a strong start with your new network but also covers how to navigate the politics or power structures of the senior team, and how to manage and negotiate the expectations of your role, the role of your team and others. Setting milestones for the first 30, 60 and 90 days helps to set out clear objectives which we evaluate and adjust if needed in each session. If you're interested in finding out more about C-suite level onboarding or the coaching services we offer at OPDC Leadership Development, please get in touch with Dave or myself.
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We can help you focus on measuring the positive and productive leadership behaviors that you want to observe.
Can we really measure behavioral change? Finding a direct link between leadership programs and business results is something every consulting firm and HR department wants to achieve. To establish this link, there is a middle step. For results to be realized, the leadership initiative needs to facilitate a lasting change in leadership behaviors back on the job. Let’s take an example: if a company wants to improve results by shifting away from slow processes and working in silos, a leadership program might address agile ways of working and how to encourage innovation and collaboration. Assuming leaders adopt what they learn and transfer this knowledge into new behaviors at work, there is a good chance that these improved ways of working will lead to a positive impact on KPIs and business results. This is where the challenge of post-program measurement comes in. For starters, what constitutes a behavior? How do we actually measure behavior change after a program, apart from collecting data on self-reported activity completion from leaders? How long should we measure this for? Do we measure the absence of behaviors - our old ways of working - that we do not want to see, or focus on the positive behaviors that we expect to see? Or both? We certainly do not have all the answers, but here are a few things we’ve found helpful in measuring behavior change over time after participants complete a leadership program: - Think of behaviors as something that can be caught on film. It can be observed by others. - Focus on measuring the positive and productive leadership behaviors that you want to observe. For a variety of reasons, it yields much better results than measuring the behaviors we do not want to observe. - It gets very complex, very fast, if you try to measure both frequency (how often a leader demonstrates a particular behavior) and quality (how well a leader performs a particular behavior). Focus on frequency around positive behaviors. - Do not rely on self-assessments around behavior change. In leadership, the most important thing is how others perceive how you lead. Invite the people that can actually observe whether program participants consistently demonstrate the behaviors you expect to observe during and after the initiative. Data gathered from others should be the foundation. - Make it easy for people to provide their observations and data, measure often and explain how measurement will benefit both leaders and employees. Avoid endless questionnaires in clunky platforms that take forever to complete.? To learn more about our thoughts on daily leadership, download our white paper here: https://lnkd.in/ddDa9UgP ?
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?? Why Managers Fail: It's Not About Skill, It's About Approach ?? We've all seen it—a manager promoted for their technical skills but struggling when it's time to lead. The truth? Management is less about WHAT you know and more about HOW you guide others. Here’s where many managers falter: ?? Team Lead Level: Focus is on day-to-day execution and individual performance, but many struggle with balancing hands-on tasks with overseeing their team. They get lost in the weeds. ? Manager Level: Balancing execution with long-term strategy can overwhelm. Many fail to align their team's work with larger company goals, leading to disengagement. ?? Manager of Managers: Here, the failure is often in leadership development. These leaders are responsible for coaching multiple managers, yet they struggle with aligning cross-functional goals and delegating strategically. Why does this happen? Too much focus on tasks, not enough on leadership. Successful managers know how to: ? Shift from doing to enabling ? Empower teams rather than micromanaging ? Align team goals with broader company objectives Key takeaway: Technical skills will get you promoted, but leadership skills will keep you there. If you're in management or aspiring to be, focus on developing your leadership toolkit, not just your task list. Let’s elevate leadership standards across the board! ?? www.f6acquisitions.com #f6acquisitions #Leadership #Management #CareerGrowth #TeamDevelopment #LeadershipSkills
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?? Why Managers Fail: It's Not About Skill, It's About Approach ?? We've all seen it—a manager promoted for their technical skills but struggling when it's time to lead. The truth? Management is less about WHAT you know and more about HOW you guide others. Here’s where many managers falter: ?? Team Lead Level: Focus is on day-to-day execution and individual performance, but many struggle with balancing hands-on tasks with overseeing their team. They get lost in the weeds. ? Manager Level: Balancing execution with long-term strategy can overwhelm. Many fail to align their team's work with larger company goals, leading to disengagement. ?? Manager of Managers: Here, the failure is often in leadership development. These leaders are responsible for coaching multiple managers, yet they struggle with aligning cross-functional goals and delegating strategically. Why does this happen? Too much focus on tasks, not enough on leadership. Successful managers know how to: ? Shift from doing to enabling ? Empower teams rather than micromanaging ? Align team goals with broader company objectives Key takeaway: Technical skills will get you promoted, but leadership skills will keep you there. If you're in management or aspiring to be, focus on developing your leadership toolkit, not just your task list. Let’s elevate leadership standards across the board! ?? www.f6acquisitions.com #f6acquisitions #Leadership #Management #CareerGrowth #TeamDevelopment #LeadershipSkills
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