By the time an individual has made it up through the ranks to the senior leader level, everyone assumes they know what they are doing and how to handle every situation. In reality, the position is as difficult, if not more so, than any other position the individual has held. Increasingly, companies are understanding that it is well worth the money to invest in executive leadership coaching.
Those who are promoted to the higher rungs in the corporate ladder may believe they have what is needed to do the job, but those making the decision know what they have is the potential to learn what is needed. A new senior manager is largely defined by the narrower experience they have within the company. Learning to see the entire company as equally important takes time.
There are many things that a middle manager can safely ignore, as there are others at the so called higher pay grade to handle these difficulties. Among them are the rather difficult and awkward personnel issues that none really want to handle. As one ascends in rank, however, these problems become unavoidable parts of the position.
The workplace safety and security is another area that senior leaders face for the first time, it being relegated to the safety staff in their past. The realization that safety and security are leader responsibilities can surprise many. Understanding they are now the ones who choose which risks are acceptable and which are not is sobering and requires a lot of reflection.
Another part of moving into the highest circles of a corporation is the realization that one is no longer in control of their own time. Someone else develops a schedule based on the needs of the corporation, whether that includes travel, meetings or public sessions, and one is required to submit to the company needs. Negotiating the schedule to identify what is important is a learned skill.
The view form the higher rungs is considerably different, and now problems of every manager are important, not just those of a single section. The reality of limited resources and expanding need means making tough choices. Decisions one must make now affect all aspects of business operations, and may even be unfavorable to the section one came form.
As middle managers, it is common to look at goals and strategies propagated from above with cynicism and even disdain, but as a higher manager, one is now charged with developing and disseminating them. Lower level managers now bring multiple options and expect a decision on which they should pursue. Even without specific experience, one must make a selection.
In addition, as a management group member, selecting, developing and building teams will be the most complex part of this new job. Facilitating the reality of the disparate company functions, some at odds with one another, all competing for resources, into a synergistic group with a single focus is difficult to do. To help a new manager understand and thrive despite all these challenges investing in executive leadership coaching is money well spent.
Those who are promoted to the higher rungs in the corporate ladder may believe they have what is needed to do the job, but those making the decision know what they have is the potential to learn what is needed. A new senior manager is largely defined by the narrower experience they have within the company. Learning to see the entire company as equally important takes time.
There are many things that a middle manager can safely ignore, as there are others at the so called higher pay grade to handle these difficulties. Among them are the rather difficult and awkward personnel issues that none really want to handle. As one ascends in rank, however, these problems become unavoidable parts of the position.
The workplace safety and security is another area that senior leaders face for the first time, it being relegated to the safety staff in their past. The realization that safety and security are leader responsibilities can surprise many. Understanding they are now the ones who choose which risks are acceptable and which are not is sobering and requires a lot of reflection.
Another part of moving into the highest circles of a corporation is the realization that one is no longer in control of their own time. Someone else develops a schedule based on the needs of the corporation, whether that includes travel, meetings or public sessions, and one is required to submit to the company needs. Negotiating the schedule to identify what is important is a learned skill.
The view form the higher rungs is considerably different, and now problems of every manager are important, not just those of a single section. The reality of limited resources and expanding need means making tough choices. Decisions one must make now affect all aspects of business operations, and may even be unfavorable to the section one came form.
As middle managers, it is common to look at goals and strategies propagated from above with cynicism and even disdain, but as a higher manager, one is now charged with developing and disseminating them. Lower level managers now bring multiple options and expect a decision on which they should pursue. Even without specific experience, one must make a selection.
In addition, as a management group member, selecting, developing and building teams will be the most complex part of this new job. Facilitating the reality of the disparate company functions, some at odds with one another, all competing for resources, into a synergistic group with a single focus is difficult to do. To help a new manager understand and thrive despite all these challenges investing in executive leadership coaching is money well spent.
About the Author:
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