How To Navigate Your Move From Manager To Executive

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Pixabay on Pexels.com

‘Incoming executives inherit many forms of organization that were designed to serve the needs of their predecessor. To both effectively manage your time and move forward on your priorities, it’s imperative to think through the configuration of direct and indirect reports you want in your organization, along with the capabilities and roles that you choose to elevate or demote.’

‘Framing your plan- even if it changes over time- is a useful step to thinking through how you will accomplish critical objectives. … An effective plan not only considers what you must accomplish at work, but also what you want to personally accomplish and do.’

‘Sponsorship is an essential responsibility of C-suite leaders. … Successful sponsorship often requires focus, planning, commitments, and communications to generate a tangible impact.’

‘Time, talent, relationships, and transformation are the four pillars of effective transitions.’

‘During transitions, incoming leaders must effectively gauge the prevailing corporate culture.’

‘For incoming executives, the pathway to improving company performance can entail significant change initiatives. … A starting point to improve the odds of success is to systematically anticipate and prioritize the risks that are most likely to impede the realization of the project.’

‘Focusing on constraints, uncertainties, disruption, scaling- and halting activities that are no longer impactful- can help transitioning executives swiftly make choices that can frame opportunities for transformation that drives a meaningful boost in performance.’

‘Careful due diligence of leadership’s working style before taking on a new role can help executives avoid dysfunctional environments.’

‘Incoming executives are usually hired to improve performance and drive change. Delivering this change may require the consent and support of other key executives. Exercising influence to build support for change may range from initiating conversations that leverage likeability, to trading influence currencies, to aligning stakeholder commitments and actions to your projects.’

‘Working through the communication cascade early in the transition with a specialist can help you clarify your asks of them.’

‘Incoming executives must establish effective stakeholder relationships.’

Source:

Ajit Kambil (2023). The Leadership Accelerator: The Playbook for Transitioning into Your New Executive Role

How Great Companies Help Their People Grow

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Pavel Danilyuk on Pexels.com

‘Career development is one the most powerful and underutilized levers leaders have to drive engagement, retention, and results.’

‘A few minutes of conversation can help others slow down enough to reflect, bring deep insights to the surface, verbalize important messages, and consider how to leverage their expanding skills and knowledge base.’

‘Scale experiences based on your sphere of influence, organizational needs, and what employees want to achieve.’

‘Opportunity-minded managers envision and enable possibility-advancing circumstances with employees- through conversation.’

‘Careers are developed one conversation at a time … over time.’

‘When you reframe development as co-creating enriching experiences, you widen the lens of possibilities and allow your people to grow right where they are.’

‘Leaders have to help employees see that it’s not down shifting. It’s just changing lanes, sometimes avoiding the traffic, and seeing new scenery in the process.’

‘The career-climbing wall is expansive, offering a wide selection of spots to explore and enjoy, and a nearly unlimited combination of moves in every direction- around, up, over, and down toward one’s vision of career success.’

‘Give employees a visceral, first-hand foresight experience by allowing them to interact directly with the changing business environment.’

‘Anytime is a great time for a hindsight conversation.’

‘Your employees’ ability to take satisfying and productive steps toward career goals is directly proportionate to their self-awareness.’

‘Source:

Beverly Kaye and Julie Winkle Giulioni (2024). Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Still Want