“Who do you work with?” is the question I get when people find out I’m an Executive Coach. This makes me laugh because I wonder if they think I’m the executive. Or, to be a client they have to be an executive!
The answer is muddy. Yes I do coach executives in C-Suites. But I also work with business owners, new leaders, senior leaders, professionals such as doctors and high-performers heading upward in their careers and business. And lets put an emphasis on high-performers.
As a coach, I’m not in it to performance manage anyone. That responsibility lies with the employee’s direct manager. From time to time I do however, coach those same managers on their people-managing and communication skills.
I digress. The name Executive Coach has become part of the industry nomenclature distinguishing it from other forms of coaching (life, performance, career, sales, retirement and the list goes on).
Lewis R. Stern, in his article Executive Coaching: A Working Definition, explains the difference between Executive Coaching and other forms of coaching; there’s a dual focus on working one-on-one to develop the executive as a leader while helping that them to achieve business results.
You may be wondering why does an executive even need a coach?
For the seasoned leader, Executive Coaching provides a methodology to slow down, gain awareness and notice the effects of their words and actions. The objective is to make explicit to the coachee that they have choices in their approach rather than simply reacting to events.
And let’s face it, executives and business owners are people like everyone else. They have their doubts, their egos, and their own beliefs or habits that trip them up. I become their thinking and strategy partner because believe it or not, it can be lonely at the top.
With the newer leader heading toward the C-Suite floor, we most commonly work toward letting go of the “expertise” that got them to their new position. The objective is to help them realize they’re now required to lift their head toward a bigger vista. What they view and how they approach their work means shifting to a broader orientation to understand how to influence, who to influence and why this matters.
For successful coaching it’s critical to understand it takes commitment, regular sessions and work in-between. While I’ve got my clients’ backs, executive or not, I’ll challenge the thinking, beliefs or habits that may not be serving them anymore.
How, may you ask am I qualified to work with this clientele? Was I an executive myself? Did I train for this or take an introductory weekend course?
These are exactly the kinds of questions you and any leader must ask when hiring a potential executive coach.
I recently re-read an article in Harvard Bazaar from thirteen years ago, The Wild West of Executive Coaching. The authors described executive coaching as a chaotic frontier largely unexplored, fraught with risk, yet immensely promising. They were drawing attention to the many self-proclaimed coaches with wildly diverse qualifications.
The profession has come a long way since 2004. The International Coaching Federation has become the profession’s governing body. It assesses not only potential coaches, but the executive coach training institutions as well. Since 2007 it has invested in over 8 international coaching studies to demonstrate the highly effective nature of coaching.
Are all executive coaches now certified? Not yet, which is why it’s so important to check credentials.
In my case I was a senior leader in public service, back-filling for my executive boss in her absence. So yes, I’ve sat at the executive table. But more important, I completed a university masters level executive coaching program. I’ve combined experience with the skills and methodology of coaching to provide an optimum experience for my clients.
Whether or not you’re at the top or halfway up the ladder, executive coaching promotes reflection, produces learning, behavioral change and growth. Executive or not, that produces a solid financial return on investment for both the coachee and the business.
It’s that time of year again. The pressure’s on to buy buy and buy more. On the heels of Black Friday (whoever came up with that name was cheekily brilliant), we now have Cyber Week! Everywhere we look there’s some corporate giant waiting to pounce on our wallets.
This mass media marketing is, of course, designed to make us think we must have that new electronic, or fancy pair of shoes. But do we really need it?
The same thing happens in our careers. We’re told we must develop our leadership competencies so we can climb that ladder that beckons us to the top. Managers tell us we must directly supervise employees to become a Director. And the message is, everyone must aim to be a leader.
If you’re an entrepreneur you’re hearing so many “must” do’s to earn multiple figures or market to our target niche. Business mentors are ripe with recipes for that one path to success.
Like the pre-Christmas mass marketing that dupes us into thinking we must have the toys, gadgets and latest of the latest, so do the manager, mentors, leadership books and business publications demand we need to be and act a certain way.
But are they right? Or are they really telling us how to reach their goals and their vision of success?
I’ve recently had the privilege of coaching a large number of rising stars in a sizeable organization. Their managers tapped them on the shoulder to attend an intensive leadership program. While some of them truly do have the goal of making it up the ladder, others are confused and feeling pressured.
What I find most interesting is when we peel the layers off their onion we find that their own career goals are in contrast to what they believe they’re “supposed” to do as defined by their manager, organization or business mentor.
This is when the confusion sets in. Questions invariably come up:
- Will the company still value me if I don’t want to move up?
- Will I be passed over for interesting projects?
- How will my colleagues view me?
- What value do I bring to the company?
If you own your business, your questions are likely:
- Why do I have to follow what everyone else is doing?
- Will I be a failure if I don’t make 6+ figures?
- Why does my sales funnel have to look like B-School’s?
These are natural responses and reactions. But what if I asked you, “What’s your definition of your purpose and the legacy you want to share with your organization or business?”
That changes everything!
I know this may seem obvious, but it bares saying: it’s unlikely you’ll ever be happy following what others do or what they expect you to do.
So now what?
While having a coach guide you forward is an asset in gaining clarity and perspective, you can start by tossing aside the previous questions and focus on uncovering your true goals and a path to achieving them. Start by asking yourself:
- Who is responsible for my career?
- How important is my work/life balance?
- Am I passionate about the work I do?
- Do I like being an expert in my field?
- Do I crave greater responsibility for and interest in leading others or the bigger picture?
- Is financial achievement my primary motivation?
- Am I open to moving laterally versus up, in the organization?
- Do I actually care what others think of my career direction and me?
The next step is getting clear on your beliefs. Try writing down 5 beliefs you hold regarding work and career. Compare these with your answers to the questions above. Do they align or are there disconnects? These disconnects are critical holes that need your attention; this is the vacancy between what you believe and what you desire. The idea here is to go into this space and honestly ask yourself which is your truth – your so-called belief or your so-called answers to the questions.
Please know there is no right or wrong answer. You’re entitled to your own career goals and a path to reach them. You’re also entitled to question your beliefs.
There are no musts or rigid rules in your career – only your ability to discover what is right for you. Like the catalogue full of enticing trinkets guaranteed to bring you joy and happiness, so too are your managers’ or mentors’ expectations for you – illusions painted by someone else.
The bottom line is – you get to decide. You actually need to decide. Getting clear and forging your true path is no doubt the most important career development step you can take.
The biggest reactions I see in clients facing change are fear and eroded confidence. We could debate that the notion that lack of confidence fuels the fear, but really, what does it matter? The fact is that change brings out two emotions we’d all rather keep under wraps.
When a major shift is staring you in the face, you can either run for the hills, face it head on or take a step back and assess what it’ll take for you to understand it, know it, accept it and embrace it?
Tons has been written, researched and TedTalk’ed about change. So, bear with me as I give you a slightly different way to approach it.
We can learn a lot from corporate change management practices. These are designed to mitigate the discomfort and maximize success of large transformation initiatives. There are variations in change management models, but what they share is a structured and intentional approach. It starts with knowing the “why” of the change and turning that into a compelling story. It ends with measuring the success of and sustaining the new reality.
- Make the case for change
- Identify resources
- Build champion coalitions
- Scope the change
- Communicate the message
- Assess the cultural landscape
- Prepare for the unexpected
- Face resistance
- Sustain the change
Knowing this planned approach is used for wholesale corporate shifts, what if I say, “In order to manage what’s coming ahead, what if you take this structured and intentional approach to your impending change?” It’s likely you’d say “huh?”
And you’d be right to be quizzical. After all, we so often wait until things happen and then react. Think about the last time major change happened to you and the amount of energy you gave away by facing it without a game plan? And let me guess – the resulting experience brought up fear and a strip off your confidence?
So let’s tackle this by applying what the OD (Organizational Development) experts do for wholesale change in companies. Let’s say you switch positions within the same company. You know it’s coming. Your not convinced it’ll be successful even though senior management is behind your transfer.
Let’s follow the change management best practices above to set you up for change success:
- Making the case for change – get clear on why you’ve been chosen for a new position. What expertise or attitude makes you the choice? Does it make sense? Do you even want the position? If not, ask senior management for more information. At the end of the day, you have to own the why.
- Identifying resources – what do you need to make the shift and be a success? This can be anything from bringing your administrative support along with you, to a closer parking spot (no harm in asking)
- Building champion coalitions – Figure out who in senior management is gunning for this change. Think of them as your new mentor(s) and keep them close for support down the line.
- Scoping the change – Is this a long-term assignment? Does it come with specific deliverables etc.?
- Communicating the message – What is your self-talk telling you? Is it giving you red flags? Do you need to ask for more information? Pay attention and keep asking questions to get to the bottom of any hesitation.
- Assessing the cultural landscape – Does this opportunity align with your vision, values, ethics and beliefs? Will the position be a “good fit”?
- Listening – Avoid making assumptions by paying attention to how this change will play out for others (family, co-workers, executive etc.).
- Preparing for the unexpected – How will you protect yourself against what you don’t know yet?
- Facing resistance – Listen to your own intuition and let it guide you safely forward – even if it means turning the position down.
- Sustaining the change – How will you know when this has been a successful transition? What will that look like?
You’re on the path toward change. You’ve prepared, anticipated and asked the right questions. You’ve turned the unknowns into concrete information. Little is being left to chance. So how is your fear level now? Do you feel ready to step up? If not, go back to the best practices list and look for gaps or niggly bits that still don’t make sense.
For most of us, change isn’t a picnic. But it is part of life and sometimes we don’t have a lot of choice but to move with it. The point here is not to reach 100% buy-in; it’s to do the best preparation possible to set yourself up for success.
And if you need help, reach out to me at eveofchange.
My question is why do you need to ask such a question? Glib perhaps and we could end the blog right there, but let’s talk about this.
I heard this question from a friend in a large corporate company. Apparently it’s stuck with me.
The way this question is posed makes it seem like the asker is looking to someone else (or the universe) for the answer. If that’s the case, then I’d say you probably have less than 10% chance it is this year, or any year.
A while ago I wrote a blog, Your Career, Your Responsibility. If there’s one thing I learned as a senior manager, it’s that no one is going to hand you a promotion or dream job, nor does the company owe you a thing.
So let’s pretend I’m coaching a client and we’ll call her Clare. She asks, “Is this the year for my promotion?” I let the silence hang for a moment and I repeat the question back to her. Only this time I phrase it, “Is this the year of your promotion?” – with an emphasis on “is”.
Taken aback, she spews a laundry list of why it’s her turn, how she deserves this and that so-and-so got promoted last year. I let her rant for a moment. Silence again.
“What will it take YOU to be promoted?”
It was so quiet I heard the light bulb go on in Clare’s head. In that moment she realized if anyone was going to boost her on the career ladder, it could only be her.
Okay, by now you’re likely wondering where is this all going? We’re into the new fiscal by several months and chances are if you work in government or corporate, this is when the yearly planning happens. Performance plans are laid, budgets set and re-organizations planned.
This is also the time for the Clares of the business world to reset their career path. If a promotion is the desired objective, then here are the key things Clare and others must do for themselves:
- Take an environmental scan of the business and industry. Is it growing or stagnant? What are the corporate priorities? Where are the job growth opportunities? Understand the current and five year context.
- Ask for informal chat sessions with a senior leader and/or HR Director within your organization. Take an interviewing approach to mine their perspectives on current needs and culture of the organization. Focus on them, not you. It will give you good insights, and let them know you are committed and invested in the organization.
- Pull out your past performance reviews and any psychometric personality assessments you’ve done. Start doing research on yourself. Take a dispassionate look and ask: What are this person’s strengths? Do these and their skills match their current position? What would they need to do to develop gaps in their leadership? Are there potential new areas of work they could evolve into?
- Mind map all the information gathered so far. Grab an empty sheet of paper and get scribbling. See what comes up – a straight path upward, a lateral detour to get new insights and experience, or a run for the elevator?
- Decision time. Is there likely to be openings in your current organization that match your path? If so, then stay close to home and jump on job postings when they’re published. If opportunities are stagnant, the decision to look farther afield is obvious. So get networking and suss out where the lights in the cracks are. This means reaching out to friends, former colleagues and even cold calling people in organizations that just may be expanding.
- Don’t just dust off the old resume – re-craft it! Nothing smells like an old running shoe than a resume written for your current job. Let’s face it, with the onset of social media, how we write about who we are and what special talents we have has changed. Google resume writing and click only on blogs written since 2016. Follow the recipe.
- Like the running shoe says – just do it! The bottom line is (in case you haven’t figured this out yet) you are responsible for your next career move. Promotions don’t come to those who wait; promotions come to those who go after them. So what’s stopping you?
There you have my seven steps to getting your promotion. But wait, there’s one more. Be really honest with yourself; do you have what it takes for the next step? Not sure? Then go back to step two for feedback from those who see your current performance, and ask for what you need to develop to move ahead. Listen carefully and act upon what they tell you.
The paradox is that just because you want the promotion, doesn’t mean you’re ready for it. But if you know you are, it’s up to you to make it happen!
Have you ever found yourself desperate to find and move to a new position or career? Or you’ve been let go (outplaced) and need to find your next corporate home? The pressure is on. You start applying for everything under the sun. You’re sure the “right fit” is just around the corner.
Whoa! What you might really need is a time out. And I don’t mean taking a holiday or battening the hatches.
I can’t tell you the number of clients who’ve found themselves in this spot. And, more importantly, they share one thing in common. In their frantic quest, what they don’t realize is they’re doing more harm than good to themselves.
Let me explain. Ever heard the expression, “I can smell a rat a mile away?” Well, there are two things prospective employers can smell right away in a candidate: low confidence and desperation. Yup, walk into an interview with either odor and you may as well walk right back out the door.
Heck, the best piece of advice I got when I lost my job was, “Don’t even think about applying for positions, let alone search the want ads for at least a few months. You aren’t the best version of yourself right now, so wait until you can bring your best to an interview.”
Here’s the truth: nobody wants to hire someone who has a current dip in their confidence, no matter what the reason. Nor do they want to work with someone desperate. Not that there’s anything bad about being earnest, but desperation tends to make others suspicious.
Moving from one job to another means cleaning up your last job – be it emotional, spiritual or a whole lot of paper to be shredded – and moving forward with clarity, positivity and an open heart. You just can’t take your baggage with you.
So what does it take to realize you are in one or both emotional states and what do you need to do to get past them and job-hunt ready? Remember those clients I mentioned? I’ll tell you exactly what they did.
First, they listened to me asking them to listen to themselves. They discovered their self-talk was less than compassionate and kind.
I asked how they thought they’d appear to prospective employers? For most, it doesn’t take long to get an “aha” – meaning they may not be putting forward the best version of themself.
Net we reacquaint them with their strengths, talents and gifts. We all need to be reminded of how we make the world a better place. Then we move into readjusting their expectations of time. Getting the next job isn’t going to happen right away.
This whole process is done within the construct of coaching (check out my Essential C process). The clients do the work; they have everything they need to figure it all out. I just help steer them to a place where they can clean up and put away any outstanding issues while reminding them they’re capable, experienced and have much to offer.
I know this sounds easy but it takes courage and a lot of self-reflection to move from here to there. Especially since for most of us, identity and self-worth are tied with our work.
I use a metaphor with my clients. It goes like this: when we’re feeling low and all consumed (as we are when our confidence is low and desperation high) we look downward. I’ll ask the client to look up and over the fence toward the horizon. Practicing this throughout the day opens up their chest, breathing and vantage point. It moves them from being an isolated island to being part of something bigger. It’s called perspective.
I know the client is ready to put all their hard work into action when I see them look up at me and I hear “I can do this”.
They can move ahead realistically and with sureness. Having an open attitude improves their chances of finding the “right fit” position.
To recap, if you find yourself lacking in confidence and over the brim with desperation, here are 7 steps to move you from the sour odor of despair to the scent of a front runner:
1. Check if your self-talk is negative, self-sabotaging or unrealistic.
2. Think about how a prospective employer would view you should you interview with them today. Who and what would they see?
3. Talk with a trusted friend or family member about how you view your situation. Or hire a coach to guide and be your champion.
4. Think back to a time you were in a job you enjoyed. What made you successful? Write down the skills, attitude, and service you brought to that position (only the positive ones). Read the list every single day.
5. Take an athlete’s mindset. Set a realistic time frame – like several months – before you start applying for positions. Use the time to train to be successful again.
6. Practice lifting your head and noticing things around you everyday. Whether at home alone or in a crowd of people, notice what is going on way over there.
7. When you hear your own voice say, “I’m good. I’ve got this”, you’re ready to go and create your future.
So go ahead and put on your best scent – you’ve got this!