Active Leadership Onboarding

Selecting and hiring a new team member frequently brings me a sense of completion and excitement at having a new colleague to work with. It is the end of a long search having found someone who will make our team better, who will improve our organisation and take us to new places. Now they will need your help and support with their leadership transition.

At the same time, it is also the very start of a long process of adjustment. One that from personal experience tends to be neglected and left to the new joiner to figure out. Not only is the new team member going through a transition to a new role with much to learn, so are their peers who are adapting to a new colleague. If they are a leader, their direct reports all now have a new manager to understand. New vendors or customers to work with. There may be country changes to manage on an international move, also leading to changes at home for any family. Even within the same company, office cultures can differ significantly. Leaving a new employee to work this out alone – whether new to the company or an internal mover – leaves far too much to chance.

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5 Steps Closer to your Goal.

These 5 steps will help you:

  • Unroll the steps to your goal
  • know when are you moving closer to your goal
  • know if you are on the right path

I often listen people saying that they have tried over and over again to reach their goals and when they feel certain that “this time I will make it”, something happens and they go right back to point cero, leaving them with disappointment and with the “final” decision of never trying ever again.

As Einstein said: “Crazy is doing the same things the same way, yet expecting a different outcome”, so I guess there are a lot of craziness going on resulting in sad and frustrated people. Allow me to share with you what I believe will be the steps to end all madness and bring serenity, structure and most importantly, meeting your goal once and for all.

Before we get started, just please keep in mind that it doesn’t matter how many strategies, list, steps, etc. comes your way if you don’t make the serious and conscious decision to get stick to it and really do it!

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Leader: A Master in resolving conflicts

Have you ever heard or met “a Master in resolving conflicts”? No. Well, you might be one yourself.

We are all Master of something

Like in every other aspect in life we can become experts in any field, by doing something right for a long time, changing your wrongs into rights to a point where you can give advice, create awareness, provide recommendations, or even give instructions on subjects that we master.

When it comes to conflicts, especially in the working environment, a leader should not become a Master in resolving those conflicts but rather a Master in avoiding, stopping, reducing the possibilities for such conflicts to occur.

Now, please don’t get me wrong, they will always be conflicts but in the same way a leader is prepared to resolve them his concern should be creating a team environment where conflicts are less.

I had leaders who created conflicts and that is even worse. They say it allowed different ideas to be known and keeps team on their feet. In my opinion that could not be further away from the truth, such leaders are only creating several momentums that will unavoidable end up in good valuable members of the team to leave and restrain new eligible ones to join.

A serious disagreement or argument if not handled on time, can linger to the point that it blocks creativity, participation and obviously there goes teamwork through the window. For me the biggest and most important part of resolving any conflict is not in how good communicator you are as how great listener you are.

When you really listen others is when the magic starts. The conflict might not be generated by what is being said but by what is not being said and in that case, if you are not paying attention you will always face the same issue no matter how well you think you handled it.

Listening will also allow you to find the root cause and eliminate it once and for all making you a real Master in resolving conflicts.

Quick Coaching Tools – Honest Intentions

Honest Intentions

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!

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Quick Coaching Tools – Rapport

Rapport

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!

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Viva la revolution!

The last time I blogged, I introduced you to “The 100 Year Life” a fantastic book, introducing a brave new world of longevity. Its theme being, that today’s youth can expect to live beyond 100 years of age – the key word there being expect – which in turn means our current three stage model of education, work, retire, is outdated.

The aim of my last missive was to ask how this impacts on our current leaders and what they need to do in order to flex their style and fit this new world order, focusing on an increase in empathy, the introduction of “strategic altruism” and the application of “beginners mind” to their thinking – if you missed it here’s a link.

But what about those who find themselves at the beginning of this journey? Can you imagine being an 18 year old faced with the prospect of living for another 80+ years? How do you even begin to think about planning to prepare for that?

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Leadership Interview: James Wroe my Leadership Transition Coaching Journey

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.

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Quick Coaching Tools – Trust

Trust

Trust 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!

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Quick Coaching Tools – Being Present

Be Present

Being Present 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!

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Quick Coaching Tools – Being Curious

Be Curious

Being Curious 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!

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