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16 Article_Importance of Coaching New Leaders (Without Crops)

16 Article_Importance of Coaching New Leaders (Without Crops)

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Published by Right Management

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Published by: Right Management on Oct 27, 2011
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08/06/2013

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One of the hallmarks of career success inside organizationsis the ability of a new or recently promoted employee tosuccessfully transition into a new or expanded leadershiprole. This article highlights findings and practices fromRight Management, Inc. that help new leaders succeedthrough the support of “on-boarding” coaching.
The high impact and cost of new individual executive-level employees (whetherexternal or internal individuals) derailing within the first year is staggering.As Michael Watkins states in his book,
The First 90 Days
, “studies have found thatmore than 40 to 50 percent of senior outside hires fail to achieve results (2003, p. 8).The reason for most of these failures is not the lack of intelligence (IQ), skills orexperience, but rather the inability of these executives to assimilate effectively intothe new culture or new role and make the necessary “mindset shift” as they gothrough fundamental changes in roles.Four keys can help these individuals succeed in their new role and help themavoid derailing:
K #1Th Wdom of dgaTg a o-Boardg CoaCh
To help the new leader to assimilate, it is imperative that the organizationdesignate a senior-level executive to act as a resource for the newly hired or newlypromoted executive. This resource person can be considered an “on-boardingcoach” who can address the culture, context, and needed “mindset shift” toaccelerate the executive’s assimilation into his or her new responsibilities. Byaddressing these issues, newly placed executives are in a better position toaccelerate their contributions to their organization, which is certainly critical today. 
Actions a career practitioner can take for Key #1: 
 As a career professional, you can help your organization identify the best personto act as this on-boarding coach, or you can suggest taking on this role, yourself,if that is appropriate.
by lewis lubin
Lewis Lubin is the ExecutiveCoaching Market Leader for RightManagement in Northern California.He is a management consultant,entrepreneur, and executivecoach specializing in coachinghigh and mid level executives.His experience includes over 20years of organizational leadershipas a marketing executive leadingsales, production, operation andadministrative teams.Lewis holds a BA from SanFrancisco State University, a MAin Organizational Developmentfrom Golden Gate University, andhe is certified as an ExecutiveCoach from College of ExecutiveCoaching. Lewis has published abusiness development e-book onReferral Networking and has taughta course on business developmentfor executive coaches. He can bereached at Lewis.Lubin@right.com
The Importance of CoachingNew Leaders
This article originally appearedin NCDA’s web magazine, C
areer Convergence
at www.ncda.org.© National Career DevelopmentAssociation, February 2010.Reprinted with permission.
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Career Convergence
 z
Right
ManpowerGroup
Management
 
Key #2:The imporTanCe of emoTional inTelligenCe
These executives need to be aware of their own emotional intelligence asthey navigate through their organization, especially if they are newly hiredor newly promoted. They need to master intrapersonal awareness — wherethey are in sync with their internal emotions (self-awareness and self-management) as well as interpersonal awareness (social awareness andrelationship management) in regard to how they relate to other peoplearound them. In many organizations, it is a matter of moving individualsfrom a place of high IQ to high EQ.
Actions a career practitioner can take for Key #2: 
 Consider having a discussion with the new hires you coach about the valueof EQ as it relates to their new responsibilities. Though many executive-level employees have taken part in EQ training, it is still vital that new orrecently promoted hires understand their own strengths and areas for furtherdevelopment regarding their interpersonal skills, which are so critical ingetting work accomplished.
Key #3:The Value of siTuaTional leadership
As individuals become more familiar with their surroundings during theon-boarding process, it is critically important that they use situational leadershipskills as they communicate with the people around them — including those whoreport to them, those they report to, and their colleagues, as well. It is essentialas these new leaders build their team, they understand the commitment leveland areas of competence for each team member so that the new leaders candetermine how they can delegate, support, mentor, or coach each member toreach the overall goals of the team and the organization.
Actions a career practitioner can take for Key #3: 
 The career practitioner coaching a new hire might administer appropriateleadership assessments and offer an interpretation of the assessment focusedon team building.
Key #4:The righT approaCh: oBjeCTiVes of a neW indiVidualCoaChing program
Finally, it is imperative that the role of the on-boarding coach be acknowledgedand supported by the designated senior individual who is sponsoring andguiding the new leader. This coach can provide the support, guidance, feedback,and experience that can help the new leader to thrive in the organization.For that reason, it is imperative that the organization supports on-boardingcoaches in welcoming and guiding new hires for the benefit of the organizationand the individual.
The role of the on-boardingcoach should be acknowl-edged and supported by the designated senior individual who is sponsoringand guiding the new leader.
The Importance of Coaching New Leaders
Right
ManpowerGroup
Management

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