Happy New Year 2020 and a New Decade to our visitors and subscribers from the TSP Blog Team.
A leadership transition may at first seem an onerous prospect; however in reality, with the right planning and coaching support, it will turn into an extremely rewarding and satisfying experience.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. In 2019 I had the privilege of working with Peter Drake. I was supporting him in his transition from General Manager to a Director role at A.P. Moller – Maersk North Europe Liner Operations Centre in Rotterdam. He certainly approached this with commitment and a great deal of enthusiasm. Most of our coaching sessions were conduction via Skype. The exception being one face-to-face session in August.
In this article I ask Peter to share his leadership transition experience and the role that coaching played. I am most grateful to Peter for the thoughtfulness and depth of his replies to my interview questions.
This is the second article in the series. Earlier this year I wrote a similar article about James Wroe’s leadership transition experience, and the role that coaching played. In his article Active Leadership Onboarding James shared the six key factors that ensure a new colleague’s successful leadership transition.
The political leadership question is back on the agenda. This time it’s more important than ever. This time we decide who will govern Great Britain and Northern Ireland for the next five years. Who will resolve Brexit, unite the country and build a prosperous economy for the future.
In June 2019 I published an article Political Leadership Revisited outlining the eleven leadership characteristics with which to judge the political leadership capability of the two candidates who sought to be leader of the Conservative Party. Boris Johnson won that election and succeeded Theresa May as Prime Minister. Who could have predicted just five months later Mr Johnson would find himself in a position where he needed to call a General Election to settle the question of who governs Britain. This is the political leadership question.
The leadership election in June 2019, when Boris Johnson became Prime Minister, was settled by just 160,000 members of his party. In the General Election on 12th December 2019 there will be about 46 million people eligible to vote in 650 parliamentary constituencies. Who will they select to be the new resident of that famous address at 10 Downing Street London SW1? Who will they vote for, and how will they choose their Member of Parliament, the Political Party they will back and who they want as their next Prime Minister? This is a complex subject at a crucial time in our nation’s history. There are a lot of factors to consider. But since my job is write about leadership, I once again offer a set of characteristics by which to judge the political leadership capability of the two candidates seeking to be the next Prime Minister.
Delegation and Follow Up is one of my Quick Coaching Tools. They are exactly what the title suggests. Short snippets of coaching tips, tools and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your coaching practice and professionalism. Because of this you could call it ‘coaching in a hurry’!
Honest Intentions is one of my Quick Coaching Tools. They are exactly what the title suggests. Short snippets of coaching tips, tools and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your coaching practice and professionalism. You could call it coaching in a hurry!
The political leadership question is back on the agenda again. In June 2017 we had a General Election in the UK. I published an article at that time, ‘Leadership: Your Vote Counts’, inviting readers to decide which of our would-be political leaders best matched eleven business leader characteristics.
The winner of that Election was Theresa May of the Conservative Party, albeit it with a reduced majority. Since then she has struggled to implement the result of our 2016 National Referendum and take the UK out of the European Union. Mrs May resigned in early June and since then there has been frenzied activity in the Conservative Party to select a new leader. This person will not only be the leader of the Party, they will also be our new Prime Minister. Are you with me so far?
The initial selection process was in the hands of 313 Conservative Members of Parliament (MPs). They took ten initial candidates down to two. In the final stage the Conservative Party membership select a Leader and Prime Minister from the final two. As I write, there are estimated to be 160,000 paid up members who are participating in this final selection. Who will they select to be the new resident of that famous address: 10 Downing Street?
For this election I’ve come up with a different set of characteristics with which to judge the political leadership capability of our two candidates. I looked at research on the political leadership characteristics of two of our most notable post-war Prime Ministers: Winston Churchill and Margaret Thatcher. This is not just a random choice on my part. A YouGov survey of the greatest Prime Ministers since 1945 conducted in May 2019 placed Margaret Thatcher number one with 21% of the votes just ahead of Winston Churchill with 19%. Read more to see what I discovered …..
Rapport is one of my Quick Coaching Tools. They are exactly what the title suggests. Short snippets of coaching tips, tools and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your coaching practice and professionalism. You could call it coaching in a hurry!
A leadership transition may initially seem a complex and scary prospect; but in reality, with the right planning and coaching support, it can turn into an extremely rewarding and satisfying experience.
You knew you had to say ‘yes’ to the promotion you were offered. You realise there are loads of variables and interconnectivities to be dealt with. Top of your list will probably be assessing and understanding the people, performance and leadership issues. Your aim is to have maximum impact in your new role in the shortest possible time. Quick wins is a recurring theme for a leadership transition. You need to understand the new culture, at the same time remain objectively detached from how things have always been done. You will have a whole new set of stakeholders to get to know. Who are they? What are their issues and expectations? Most notable of course is your new boss. The hiring manager. They have a personal stake in your leadership transition.
You may be moving to a new geographic location and away from your normal network of contacts and support. You may be taking responsibility for functional areas you have no previous experienced of yourself. For example, finance, commercial, HR, etc.
During your transition you will be moving along the leadership pipeline. For example, from leader of leaders to functional leader or from functional leader to business leader. With this comes the need to change how you see your role as a leader (Work Values). To reassess how you allocate your discretionary time to new and different leadership tasks (Time Application). This will mean stopping doing some of the leadership tasks that brought you success and made you a hero in your last job. More of the same is not always what is needed. You will find yourself delegating leadership tasks that may have been core to your previous role. And there will be new leader competencies for you to adopt and deploy (Skills). Welcome to the wonderful world of leadership transition.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. For the last half of 2018 I had the privilege of working with James Wroe. I was supporting him in his transition from Head of Marine Operations North Europe in Rotterdam to Head of Liner Operations Asia Pacific in Singapore. A functional leader to a business leader role transition.
In this article I ask James to share his leadership transition experience and the role that coaching played. James has offered to write an article later in the year about his experience coaching new direct reports as they complete their leadership transitions.
Today we are celebrating 25 years of being in business. The company was formed on 1st June 1994. We’ve had a great journey over the last 25 years. We’ve met and worked with some super people. We’ve done some interesting and innovative work. Thanks to everyone who joined us and stayed with us for the journey. Here’s to the future.
To see what we do check out my LinkedIn Profile.
This blog is three years old. Yippee. The first article – ‘Understand to be Understood‘ – was published on 19 May 2016. Three years and 160 articles later and we’re still going strong thanks to our Guest Authors, Subscribers and Regular Visitors. Thanks for your support.