These findings tell us that the transitioning leader, (as well as the coach), must fully understand the role they are moving into and identify the skills or behaviors they will need to allow for success for themselves and those around him/her. It is also important to understand the business and organizational realities. The gathering of 360 degree feedback that is specific to the transition can add to the richness of the transitioning leader’s work in coaching. The use of assessments, (either individually or across a team), such as Myers Briggs®, DiSC® or others can also enrich coaching conversation and accelerate effectiveness.
In the article, How Managers Become Leaders, the author, Michael D. Watkins, writes that the
seven seismic shifts function heads must make when first becoming enterprise leaders involve learning new skills and cultivating new mindsets.
These are:
These seven shifts require both a change of a functional head’s process for managing and the behaviors he/she uses to lead as he/she moves into an enterprise leader position. Using coaching conversation as a way to explore these shifts promotes awareness, learning, success and speed to effectiveness.
There are many models like the one above for establishing an intentional path through the transition maze. Finding or creating a model for coaching through transition can provide a place to begin from. Factors that will aide in success include:
One of the challenges with Transitional Coaches is the energy necessary to manage the nature of duality inherent in the process – the intensity of coaching for both individual performance and organizational performance. Jim Sutton sites the work of David Dotlich and Peter Cairo offering tips to stay on track as a coach.
Conclusion
The leadership transition is challenging for the leader, his/her constituents and the organization. Helping these leaders identify the changes they must make in skills, processes and behaviors is paramount to their eventual success. The speed at which that success is reached, however, in important to all stakeholders. For that reason, many organizations are seeking the assistance of professional leadership coaches.
Coaches can be instrumental in helping a leader in transition examine the true needs inherent in their new role. Through coaching, the leader can more quickly address skills and behaviors and create a transition plan that will accelerate the success of all parties involved. Aligning this transition plan to the expectations of stakeholders as well as the cultural competencies and values is another way coaches can impact an executive’s success during transition and beyond. Providing accountability and support and connecting the client to additional resources is also a valuable contribution coaches can make
There is any number of process maps created around the first 100 days of transition. These can provide a foundational roadmap for transition coaching. The key is to remember that the needs will vary based on the skills and behaviors the transitioning executive brings to the table as well as the position he/she is moving into. Being agile in the coaching approach will set the stage for a more transformational experience.
Finally, the pace and intensity of transition coaching is greater than most other forms of executive/leadership coaching in that the first 90 days is critical. A coach will need to pay attention to his/her own energy, impulses and coaching challenges in an effort to continually bring a calm centered coaching style to the conversation.
Bibliography
Blanchard, K. (2007). Leading at a Higher Level. Prentice Hall.
Fournies, F. F. (2000). Coaching for Improved Work Performance. McGraw-Hill.
Goldsmith, M. (n.d.). What Got You Here Won't Get You There.
Kouzes, J. M., & Posner, B. Z. (2007). The Leadership Challenge. San Franciso: Jossey-Bass.
Learning and Development Roundtable. (2005). Navigating Leaders Across Critical Upward Transitions: A Quantitative Analysis of the Drivers of Tansitioning-Leader Success. Corporate Executive Board.
Paese, M. P., & Wellins, R. S. (n.d.). Leaders In Transition - Stepping Up or Stepping Out. Development Dimensions International.
Sutton, J. (n.d.). Coaching Leadership Transitions.
Watkins, M. D. (2003). The Frist 90 Days: Critical Success Strategies for New Leaders at All Levels. Boston: Harvard Bsiness School Press.
Watkins, M. D. (2012, June). How Managers Become Leaders. Harvard Business Review, pp. 65-72.
Notes
[i] Paese, Matt, Ph.D. and Wellins, Richard S., Ph.D. (n.d.) Leaders in Transition: Stepping Up, Not Off. Development Dimensions International (DDI World).
[ii] Watkins, Michael D., (2003). The First 90 Days: Critical Success Strategies for New Leaders at All Level, 30-31
[iii] Watkins, Michael D., (2012, June). How Managers Become Leaders. Harvard Business Review. 65-72
[iv] Sutton, Jim, (n.d.) Coaching Leadership Transition, Bois D’Arc Leadership, 8
[1] Paese, Matt, Ph.D. and Wellins, Richard S., Ph.D. (n.d.) Leaders in Transition: Stepping Up, Not Off. Development Dimensions International (DDI World).
[1] Watkins, Michael D., (2003). The First 90 Days: Critical Success Strategies for New Leaders at All Level, 30-31
[1] Watkins, Michael D., (2012, June). How Managers Become Leaders. Harvard Business Review. 65-72
[1] Sutton, Jim, (n.d.) Coaching Leadership Transition, Bois D’Arc Leadership, 8