Executives make or break companies. The right coaching, in turn, helps to make executives. So, choosing the right executive coach matters. But it’s not easy. There are many coaching styles and different approaches that work toward different outcomes. Not every approach will work for every executive in every situation.
Read MoreIntegrating into a new role in a tech startup is very different than integrating into a more mature organization - so your strategy needs to be a little different, too. Here’s what to expect if you made the decision to leave a large corporation to put your talents to work in a small startup.
Read MoreWhether you’re a rebel or a rule follower, when you step into a new executive role there will certainly be some points of organizational culture that you don’t agree with. When that happens, should you go against the grain? Or should you look to build trust before rocking the boat?
Read MoreAs an executive coach, most of the executives I’ve worked with have gone on to be successful; many were even ready for a promotion at the end of our work. Some, of course, could not be salvaged for the role. Here are three common reasons why.
Read MoreEmily presented on this topic during an Execunet webinar on Nailing Your Next VP, SVP, or CXO Role. As a quick follow-up to that content, here are three tips. These are critical for new executives as they work to successfully assimilate into a new role.
Read MoreThere’s no getting around it: executive assimilation is hard. Based on current statistics, a new executive has a coin flip’s chance of working out. But success is much more likely if you don’t make this mistake.
Read MoreFrom that executive leadership coaching experience, here are three of the most important mental approaches you can take to prepare for your first day, along with five drop-dead-practical pointers.
Read MoreAs a new executive, having a 100-day plan can feel like having a platform to stand on as you gain footing in a new role. It’s proof that you know what you’re doing. It’s a showcase of your leadership expertise. It’s clear direction forward.
But it’s almost entirely worthless.
Read MoreThe CEO seat is coveted by many and occupied by very few. Like many things, the idea of being a CEO may be better in theory than it is in reality.
Here are the things that make being the CEO especially challenging, along with advice to help it become deeply rewarding.
Read MoreIt’s easy to identify a lack of self-awareness in other people. By definition, it’s harder to identify in yourself.
But the good news is that everyone, executives included, can become more self-aware. Executive analysis can help.
Read MoreLeaders can’t improve if they don’t understand what that means – if they don’t know where they’re weak, where they’re strong, and where they’re just blind.
Consequently, the first step toward improving role performance is often assessing it – which makes 360-degree feedback one of the most helpful tools in the executive-improvement playbook.
That’s because executives tend to be intelligent, assertive people - and, personalities aside, they’re people who are in positions of power. They often have control over the careers of the people whose feedback would be valuable, which makes it harder for those people to be honest. Nobody wants to speak poorly about the person who can give them a raise or send them packing.
But, giving executive feedback is necessary.
Read MoreLoss of credibility is one of the toughest career setbacks for an executive to recover from. Leaders often equate their own credibility to the believability and relative weight that their ideas carry—but that’s only part of the equation. An executive can gain or lose credibility in a variety of ways. Here are the two most common causes—and how we coach leaders to recover from them.
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