Tag: Executive Coaching

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Executive Coaching Executive Transition Coaching Leadership Transition

Imposter Syndrome in Leadership Transitions: Insights from Executive Coaching

Leadership transitions are complex. They often bring feelings of imposter syndrome. This is when leaders doubt their abilities when stepping into new roles or promotions. Left unchecked, imposter syndrome can cause new leaders to derail. Executive coaching can play a critical role in a leadership transition or onboarding program. In this blog, I will help you understand and manage such feelings based on 25 years of experience as an executive coach. 

Decoding Imposter Syndrome During Leadership Transitions

What is it?

Imposter Syndrome refers to feeling less competent than others believe you are. Even successful people can fear being exposed as a “fraud.” This fear is common during leadership transitions. People may believe their success is due to luck, not skill. This can intensify when taking on greater responsibilities. As an executive coach, I’ve seen imposter syndrome in both men and women. The good news? It can be managed with a few specific steps we’ll discuss below.

How does it show up during leadership transitions?

Imposter syndrome takes many forms. Leaders may hesitate to act decisively, fearing judgment. They may try to be perfect, working long hours. They may avoid new challenges fearing failure. These feelings may increase as their responsibilities grow. Here, executive coaching can aid. It helps leaders understand imposter syndrome, and cultivate confidence and assertiveness.

The Root Causes

Facing new challenges 

Imposter syndrome often surfaces during leadership transitions due to new challenges. A senior role brings broader and complex tasks. More stakeholders expect prompt results. Feeling unprepared for these duties can trigger self-doubt. Uncertain about task prioritization also increases imposter feelings. Executive coaching comes to the rescue here. It helps leaders break down their tasks, prioritize suitably, and instill confidence.

Handling high expectations

High expectations contribute to imposter syndrome stigmatization. When stepping up to a senior role, leaders feel the need to prove their worth. Pleasing colleagues, superiors, and subordinates who have their success vision is overwhelming. This can intensify failure fears. Leaders may then question their competencies. That’s where executive coaching assists. It helps leaders understand these stresses, set realistic goals, and establish their success criteria.

Unclear roles and authority

Ambiguity regarding one’s new role and its authority contributes to imposter syndrome. New leaders may feel uncertain about their decision-making limits. This can reduce confidence and feed into the imposter phenomenon. Executive coaching helps define clear roles and negotiation strategies as part of a leadership transition plan. 

Overcoming Imposter Syndrome: An Executive Coaching Approach

Changing mindsets

To defeat imposter syndrome, leaders need to change their mindset. Executive coaching aids in recognizing and reframing self-doubting thoughts. Executive coaches often help leaders learn how to challenge the validity of these thoughts and identify self-empowering language to neutralize the negative self-talk. Leaders learn to see occasional doubt as part of growth. This cognitive restructuring transforms impostor feelings into motivation and passion.

Defining your role & authority

Executive coaching offers practical strategies for handling imposter syndrome. One such strategy is to clarify the leader’s role and their authority. By understanding their scope of responsibility, leaders can act decisively and confidently. This not only combats imposter feelings but also enhances effectiveness.

Establishing a support network

A sturdy support network is vital in overcoming imposter syndrome during a leadership transition. Coaches stress building relationships with mentors and peers – inside and outside the organization . A strong network can offer performance insights, celebrate successes, and recommend improvements. It validates a leader’s place and authority, creating trust and confidence.

Conclusion

Imposter syndrome is common in leadership transitions. But it’s not insurmountable. With the right guidance and support, leaders can manage self-doubt and thrive. As they say, “What doesn’t kill you makes you stronger.” Executive coaching can help you beat imposter syndrome and excel in your roles.

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Dr. Kevin Nourse is an executive coach helping newly hired or promoted executives successfully navigate a transition and thrive. He founded Nourse Leadership Strategies, an executive and team coaching firm based in Palm Springs, CA. Kevin works with leaders and teams throughout California including Riverside, San Bernardino, Los Angeles, Irvine, Orange County, San Diego, Ventura, Santa Barbara, San Francisco, and Sacramento.  Contact him at 442.420.5578 (call or text) or kevin@nourseleadership.com

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Executive Coaching Leadership Development Negotiation Videos

Executive Coaching Toolkit: Negotiation

Negotiation Skills

As an executive coach helping managers advance in their careers, I have found that negotiation is one of the most critical competencies. Negotiation skills are an essential leadership development topic because they enable leaders to navigate complex interpersonal dynamics, resolve conflicts, make informed decisions, build relationships, and achieve their organizational goals effectively. Strong negotiation skills can enhance a leader’s ability to lead, influence, and succeed in various leadership roles and contexts.

A number of my executive coaching clients often ask me for resources on different leadership competencies. Therefore, I have identified eight YouTube videos by notable negotiation experts addressing various aspects of improving your negotiation skills.

  • The Art & Brain Science of Negotiation by Laurel Bellows and Donna Marino
  • Secrets of Power Negotiating by Roger Dawson (Animated Book Review)
  • Getting More by Stuart Diamond (Five Minute Mastermind)
  • The Art of Negotiation: Six must-have strategies by Gillian Ku
  • Getting What You Want by Margaret Neale
  • The Art of Negotiation by Maria Ploumaki
  • Negotiation Skills Top 10 Tips by Antony Staff
  • Never Split the Difference by Chris Voss

The Art & Brain Science of Negotiation by Laurel Bellows and Donna Marino

This audio recording from the CAP STRAT Women’s Forum explores the psychological aspects of negotiation, providing insights on human behavior and decision-making during negotiations. Dr. Marino addresses the psychological brain response to each step and solutions for overcoming fear, self-sabotage, and other physiological responses that interfere with effective negotiation.

Secrets of Power Negotiating by Roger Dawson (Animated Book Review)

This animated book review of Roger Dawson’s work, Secrets of Power Negotiating, explores flinching on proposals (asking for more than you want), bracketing (exploring the settlement range of what you want and what your negotiation partner wants to pay), and splitting the difference (never!). 

Getting More by Stuart Diamond (Five Minute Mastermind)

Stuart Diamond, a negotiation expert, explains in this video the strategies and principles behind successful negotiations in both professional and personal life including: essential strategies, including embracing diverse perspectives, cultivating trustworthiness, mastering the art of preparation, harnessing emotional intelligence, adopting a flexible mindset, conquering with incremental success, communicating with impact, and pursuing mutual wins.

The Art of Negotiation: Six must-have strategies by Gillian Ku

A short and informative video that provides a quick overview of key negotiation principles and strategies including six interpersonal principles of how we interact with people that affect one’s ability to influence and persuade others including reciprocity, commitment and consistency, and authority. A number of my executive coaching clients often seek to develop both influence and negotiation skills to advance their goals.

Getting What You Want by Margaret Neale

In this video, Neale explores negotiation through the lens of problem solving. The goal is not to get a deal; the goal is to get a good deal. Three questions to prepare women to enter a negotiation: Why are you asking? How are you asking? For whom are you asking?

The Art of Negotiation by Maria Ploumaki

Ploumaki describes negotiation through three frames: logic, emotion and reputation. She emphasizes three practical tips on how to think and interact during a negotiation including resilience, kindness, and managing our reactions during negotiations. Many of my executive coaching clients have transformed their leadership effectiveness by developing their emotional intelligence – an essential skill for managing ones’ reactions during stressful negotiations.

Negotiation Skills Top 10 Tips by Antony Staff

This video offers practical advice on negotiation techniques and how to achieve better outcomes using 10 key strategies:

  1. Don’t negotiate unless you need to
  2. Don’t negotiate with yourself
  3. Never accept the first offer
  4. Never make the first offer
  5. Listen more and talk less
  6. No free gifts
  7. Watch out for the salami effect
  8. Avoid the rookies regret
  9. Never make a quick deal
  10. Never disclose your bottom line

Never Split the Difference by Chris Voss

How do FBI hostage negotiators never split the difference? Can you use the same techniques? Chris Voss draws upon his 24-year career with the FBI to show you in this video how to use tactical empathy with the “bad, the mad and the sad” in your daily life to never split the difference and still have great relationships.

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Dr. Kevin Nourse is an executive coach helping newly hired or promoted executives thrive. He founded Nourse Leadership Strategies, an executive and team coaching firm based in Palm Springs, CA. Kevin works with leaders and teams throughout California including Riverside, San Bernardino, Los Angeles, Irvine, Orange County, San Diego, Ventura, Santa Barbara, San Francisco, and Sacramento.  Contact him at 442.420.5578 (call or text) or kevin@nourseleadership.com

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Executive Coaching Leadership Development Strategic Planning Strategic Thinking Videos

Executive Coaching Toolkit: Strategic Thinking

Strategic thinking

Executive coaching is a powerful form of leadership development that focuses on helping leaders learn and develop to advance their leadership careers. As a coach, I have found that strategic thinking is one of the most critical competencies. Strategic thinking is vital for emerging leaders because it enables them to navigate the complexities of their roles, make informed decisions, and lead their organizations toward success in a dynamic and competitive environment. It helps leaders chart a clear course for the future and effectively allocate resources, all while fostering innovation and adaptability within their teams.

A number of my executive coaching clients often ask me for resources on different leadership development competencies. Therefore, I have identified teen YouTube videos by notable negotiation experts addressing various aspects of improving your strategic planning skills:

  • Mastering the Art of Strategy with Richard Rumelt
  • Blue Open Strategy with Harvard Business Review
  • Effective Business Strategy with A.G. Lafley
  • The Biggest Mistake I See: Strategy First, Urgency Second with John Kotter
  • Mintzberg’s 5 P’s Of Strategy in 2 Minutes with European Graduate School of Management
  • Ansoff Matrix Approach to Business Strategy with Igor Ansoff
  • Disruptive Strategy with Clayton Christensen
  • Dynamic Strategy and the End of Competitive Advantage with Rita McGrath
  • Strategic Planning & Strategic Innovation with Gary Hamel
  • Aligning Strategy & Project Management with Michael Porter

Mastering the Art of Strategy with Richard Rumelt

Richard Rumelt, discusses the importance and rarity of true strategy in organizations. Rumelt advocates for a challenge-based approach to strategy, where organizations identify and overcome the most critical and addressable challenges. He emphasizes the need for companies to break free from habitual thinking and engage in honest conversations about their challenges. Rumelt also touches on the difficulties of resource allocation in organizations and the importance of empowering individuals to drive innovation within the company.

Blue Ocean Strategy with Harvard Business Review

In this video, Cirque du Soleil is the focus of the exploration of the Blue Ocean Strategy. The theory suggests that the business world consists of two types of markets: red and blue oceans. Red oceans represent existing industries with fierce competition, while blue oceans are unknown markets where leaders must create demand. Cirque du Soleil created a blue ocean by blurring the lines between circus and theater, attracting a new customer base willing to pay premium prices.

Effective Business Strategy with A.G. Lafley

In this video, A.G. Lafley, former CEO of Procter & Gamble, discusses the fundamental principles of effective business strategy. He emphasizes that successful strategies focus on winning in a specific market with a particular group of customers or consumers. He suggests that many organizations need a clear plan or have flawed strategies by trying to cater to everyone instead of making focused choices on where to play and how to win. Lafley believes that regardless of the industry or company size, creating and retaining loyal customers is the ultimate measure of success. I have heard numerous stories from my executive coaching clients about their frustrations with the lack of focus in their strategic plan and attempts to be all things to all of their clients.

The Biggest Mistake I See: Strategy First, Urgency Second

In this video, Kotter addresses a common misconception in organizations regarding implementing change. They point out that many believe the first step is data gathering, analysis, and creating a new strategy before getting approval and executing it. While this approach works well for small to medium changes, it must catch up when making significant changes. To achieve substantial progress, a large number of motivated individuals must be involved, and the process should engage both the head and the heart.

Mintzberg’s 5 P’s of Strategy with the European Graduate School

In this short and sweet video, the speaker explores Henry Mintzberg’s 5 P’s of strategy, providing different viewpoints for decision-making in strategy: 

  • Plan refers to the purpose and intended destination of the strategy.
  • Ploy relates to specific tactics used to outsmart competitors. 
  • Pattern encompasses the behaviors and actions taken regularly based on past successes. 
  • Position identifies where a company stands concerning its direct competitors on the playing field. 
  • Perspective focuses on internal culture and collective thinking.

Ansoff Matrix for Business Strategy & Growth with Igor Ansoff

This video introduces the concept of the Ansoff Matrix in a simple and easy-to-understand way. The Ansoff Matrix is a popular business model used for devising growth strategies for a business. It consists of four quadrants plotted across an X and Y axis, with the X-axis representing existing products and new products and the Y-axis representing existing markets and new markets. The four strategies identified in the matrix are market penetration, product development, market development, and diversification, each with varying levels of risk.

Disruptive Strategy with Clayton Christensen

Christensen discusses the disruptive strategy employed in reimagining online education. The aim is to create an immersive and engaging platform that offers an interactive experience. By utilizing the theory of innovation, companies can understand customer needs and develop products that effectively meet those needs. Through real-life case studies and interactive features, learners can apply these concepts and gain a deeper understanding of how they work in a business context.

Dynamic Strategy and the End of Competitive Advantage with Rita McGrath

McGrath discusses the concept of the end of competitive advantage in this video and how it is shifting the way we think about strategy. She explains that in today’s transient advantage economy, sustainable competitive advantage is rare and that organizations are now dealing with temporary benefits. McGrath tells a story about Fujifilm and Kodak to illustrate this point, highlighting how Fujifilm could adapt to the changing market and thrive while Kodak struggled and eventually went bankrupt. She introduces the idea of competing in arenas, where organizations contest a pot of addressable resources, and emphasizes the importance of continuous reconfiguration, healthy disengagement, deft resource allocation, and innovation in this dynamic environment.

Strategic Planning & Innovation with Gary Hamel

Gary Hamel, an expert on strategy and innovation, argues in this video that traditional strategic planning is becoming obsolete. He suggests that most organizations focus too heavily on planning rather than creating new strategic options, resulting in a need for more exciting ideas. Hamel suggests that leaders should act as strategy editors, selecting the most promising ideas from a bottom-up approach. He highlights the importance of thinking about the business holistically, considering advantages, leverage, increasing returns, network effects, and capabilities. Hamel discusses a case study with Adidas and how thousands of employees were trained to think like innovators and created numerous strategic opportunities. Hamel’s bottom line: discovering strategy needs to be open and bottom-up while making selective choices based on advantages and potential returns. His conclusion is shared by many of my executive coaching clients who discover the power of empowering their teams with skills in strategic thinking and innovation.

Aligning Strategy & Project Management with Michael E. Porter

Harvard Professor and former aerospace engineer, Michael Porter, discusses in this video the importance of aligning strategy and project management within an organization. Porter argues that projects are embedded in a strategy and if strategies aren’t clearly considered, how can the necessary project specifications be determined? 

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Dr. Kevin Nourse is an executive coach helping newly hired or promoted executives thrive. He founded Nourse Leadership Strategies, an executive and team coaching firm based in Palm Springs, CA. Kevin works with leaders and teams throughout California including Riverside, San Bernardino, Los Angeles, Irvine, Orange County, San Diego, Ventura, Santa Barbara, San Francisco, and Sacramento.  Contact him at 442.420.5578 (call or text) or kevin@nourseleadership.com

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Leadership Success Leadership Transition Onboarding Leaders

Onboarding New Leaders: 5 Common Mistakes To Avoid

Onboarding New Leaders: 5 Common Mistakes To Avoid

When starting in a leadership role, knowing what mistakes to avoid can be challenging. After all, you are still learning the ropes and figuring out how everything works. Many leaders in transition get caught in the excitement of a new position, but fail to anticipate ways that they can derail.

Based on my experience as an executive coach working with newly hired leaders who nearly derailed, here’s a list of some common mistakes that can easily be avoided.

1: Assuming support for their vision

Leaders are often hired based on a compelling vision they have to transform their organizations. However, implementing a vision without engaging key stakeholders and building trust can result in a failed change agenda and a damaged reputation. It is critical when onboarding new leaders to help them understand the cultural context and adapt their vision based on the vested interests of stakeholders. In essence, new leaders have to earn the right to create change by demonstrating appreciation for an organization’s history.

2: Not building alignment with the boss

Perhaps the most critical relationship for a new leader is with their boss. A new leader’s manager plays an instrumental role as a sponsor, helping to open doors to social networks. Therefore it is essential to build alignment with one’s manager on a change agenda, key priorities, communication protocols, and authority. Alignment with one’s new boss is a top priority when onboarding new leaders.

3: Setting the wrong tone

How a leader behaves from the start will strongly influence their reputation and likelihood of success in their new role. Most organizations have well-understood unwritten rules for how a new leader should balance an assertive style with a cooperative approach. The key is to enlist well-regarded mentors to determine this balance.  

4: Attempting to do too much

One of the biggest mistakes a new leader can make is trying to do too much. They often have grand plans and want to implement them all at once. However, this can be overwhelming for both the leader and their team. New leaders who burn out by attempting too much or focusing on the wrong priorities can damage their reputations. The solution is to prioritize and align with the boss on critical priorities early in their tenure. 

5: Not being visible enough

A newly hired healthcare executive, Susan had a naturally introverted style and jumped into her new role with gusto. Her comfort zone associated with this approach nearly derailed her since she largely remained in her office or the executive suite. Her direct reports assumed she didn’t care about them because she made little effort to engage in person. Building trust with followers through visible, real-time interactions is vital for newly hired leaders. Susan realized this and made a point to attend department meetings in her division to discuss her vision, experience, personal interests, and appreciation for what each department had achieved before her arrival. 

Starting a new leadership role is an exciting time filled with promise and opportunity. However, it can also be fraught with the potential for derailing setbacks if the process of onboarding new leaders is not well-designed. By being conscious of five familiar sources of derailment, new leaders can prevent lapses and thrive in their new roles. 

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Dr. Kevin Nourse has more than 25 years of experience coaching leaders who are experiencing transitions to thrive in their new or expanded roles. He is the founder of Nourse Leadership Strategies, a coaching and leadership development firm based in Southern California. For more information, contact Kevin at 310.715.8315 or kevin@nourseleadership.com

(c) 2022 Kevin Nourse

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Executive Coaching Leadership Success Time Management

Leadership Effectiveness: Breaking Free of the Shiny Object Trap

Steven, an experienced CEO, was very effective in his role but wanted to explore ways to take his productivity to the next level. Specifically, he described how he was subject to what I refer to as the shiny object trap – losing sight of his daily priorities and getting distracted with a less critical task or time waster. 

He realized the magnitude of the problem when he received feedback from direct reports about their frustration with his reactivity and distracted state of mind, which prevented him from making timely decisions. 

As an executive coach, Steven’s experience is surprisingly common among my leadership clients who are trapped in a reactive mindset and get derailed on advancing strategic priorities. In this era of endless emails, texts, and other social media interactions, there is no lack of distractions that limit leader effectiveness. Neuroscientists have taught us how our nonstop reaction to technological disruptions creates new unproductive habits, similar to Pavlov’s dogs salivating at the sound of a bell. 

Building Awareness

The cost of these distractions can be substantial in terms of reduced sense of personal achievement and delayed or mismanaged change efforts. Most managers could easily spend their whole day on their computers or cell phone and not advance any strategic priorities.  

In coaching Steven, I explored the underlying causes and factors that limited his effectiveness as a first step before helping him design experiments to try new behavior.

Steven recently completed the Myers-Briggs Type Indicator, revealing that he was a perceiver on the judging-perceiving scale. As a perceiver personality type, he likes to remain open and flexible in emergent situations. However, it was evident to Steven that his personality strength had become a liability due to being overused. 

Steven tried three strategies to build awareness of the current state before determining how to change it:

  • We explored how Steven’s preference served him and when it did not and clarified what it would feel like if he over-functioned with his perceiving preference. 
  • Steven took notes in his journal when the shiny object phenomenon occurred for two weeks and his emotions; this allowed us to understand better the situational factors that triggered his behavior.  
  • He asked his direct reports to provide feedback about the impact of his unfocused and reactive style on their productivity.

As a result of these awareness-building activities, Steven realized how his reactivity to email and texts triggered an adrenaline rush. This experience, combined with his boredom with strategic planning and visioning, created the perfect conditions for this bad habit to persist. He realized the magnitude of the problem when he received feedback from direct reports about their frustration with his reactivity and distracted state of mind, which prevented him from making timely decisions. 

Moving Into Action

Steven developed four initial strategies in our coaching sessions to manage his distraction. I suggested he frame these options as experiments he could try and upgrade over time.

Clear goals and accountability

Steven began setting clear priorities for each week and communicating these priorities to his team to enhance his accountability. With this accountability and clarity, he reduced his temptation to get caught in distractions, including email, texting, and social media.

Triage the situation

He learned to assess and triage the incoming emails and texts to quickly screen out hot issues associated with critical stakeholders (e.g., an issue raised by a board member) that did need his focus. For those that were not urgent, he added them to a list to review later in the week.

Timeout periods

Steven began experimenting with timeout periods on social media and text messaging, where he closed his email application and muted his cell phone for 30-minute blocks. He let his administrative assistant know about this experiment so that if truly critical situations emerged, she could notify him. This experiment was challenging at first, but he began to establish a useful new habit as he practiced it. 

Weekly reflection

Steven blocked out his calendar on Friday afternoons and revisited the list he created of potential issues and problems during the week. Through this more in-depth review, he chose which topics needed action in the next week and the extent to which he could or should delegate them downward.

He also considered the underlying issues prompting urgent emails and text messages from various stakeholders to assess how to prevent future crises. For example, Steven began scheduling regular informal calls and breakfasts with board members to stay in touch with emergent issues or concerns they had before it became a crisis prompting urgent emails and text messages.  

Many leaders struggle with the shiny object trap, where unanticipated emails and text messages cause them to lose focus on their highest priorities. The secret sauce for improved leadership effectiveness begins by building self-awareness to identify mindsets and habits that diminish your impact and then take action with bold experiments. 

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Dr. Kevin Nourse has more than 25 years of experience coaching leaders who are experiencing transitions to thrive in their new or expanded roles. He is the founder of Nourse Leadership Strategies, a coaching and leadership development firm based in Southern California. For more information, contact Kevin at 310.715.8315 or kevin@nourseleadership.com

(c) 2022 Kevin Nourse

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Coaching Case Study Executive Coaching Leadership Frameworks Leadership Transition

Case Study: Evolution of a Newly Promoted Leader

Successful executive coaches draw upon evidence-based theories to achieve tangible results for their clients. One helpful framework recognizes how leaders evolve according to predictable stages. Consider the case of a newly promoted leader who nearly derailed and how leadership stage theory informed our coaching approach.

Susan is a newly promoted healthcare leader to her role in revenue reporting with four staff members. As a new manager, she felt overwhelmed trying to learn all she needed to know about her role, manage her team, and respond to her boss’s demands. In her role only a couple of months, Susan damaged many key relationships because of her overly assertive communication style. Her manager, the CFO, voiced his desire for her to delegate more downward to join his strategic planning meetings with the CEO. Susan started to doubt the wisdom of taking the promotion and feels exhausted as she works most weekends trying to learn more about the technical aspects of her direct reports roles.

Overview of Stage Theory

Numerous theories explain the process of how one becomes an effective change leader. Bill Joiner and Stephen Josephs developed an agility framework that explores leader evolution based on developmental stages. This type of model provides a valuable roadmap for executive coaches support the growth of their clients based on predictable stages of development. As leaders evolve through these stages, they are better able to lead increasingly complex change initiatives successfully.

The five stages include expert, achiever, catalyst, co-creator, and synergist.

  • Expert level managers focus on the subject-matter competence and solo efforts to get things done. As a result, they are generally capable of leading simple change projects. Approximately 45% of managers are functioning at this level.
  • Achiever-level managers are attuned to strategic views of their role and organization, as well as producing results. Research suggests that 35% of managers function at this level.
  • Catalyst-level managers can build capacity by developing and empowering people, building innovative organizational cultures, and adaptive communication capabilities. Approximately 5% of managers function at this level.
  • Co-creators are skilled at building shared purpose, collaborative relationships, and service to others. Researchers estimate that only 4% of managers function at this level.
  • Synergists embrace a holistic perspective that integrates their life purpose with their vocation. Only 1% of managers reach this stage of development. Synergists are capable of navigating the most complex types of organizational change and transformation.

Susan as an Expert Stage Manager

Through initial conversations with Susan it became apparent she was functioning at the expert stage of leader development. Susan experienced limits to her ability to lead change projects – mostly incremental process improvements. These limitations stem from her limited ability to think strategically, over-reliance on her capabilities versus leveraging others’ talents, and limited self-awareness.

Coaching Approach with Susan

As her executive coach, I began with a 360-degree assessment to help Susan understand how others perceived her. We then created a development plan and met with her manager to align on coaching’s successful outcomes. Our goal was to help Susan begin advancing toward the next stage of development: Synergist.

My approach to working with Susan included:

  • Enhancing self-awareness, including her assumptions, self-beliefs, emotional triggers, and unproductive patterns.
  • Reframing what it means to be a leader from subject-matter expert to building relationships with others and leveraging their talents to augment her weaknesses.
  • Building her skills in learning how to enlist and engage her stakeholders instead of overusing assertive advocacy skills and talking at them.
  • Adopting a broader view of her role to examine interdependencies with peers and the organization’s broader direction, including strategic priorities that could influence her focus.
  • Leveraging her talent better by explaining her expectations, providing feedback, and helping team members step up more so she could delegate more.

Coaching Outcomes

After working with Susan for six months, she achieved some notable improvements:

  • She became more aware of her emotional triggers and learned to avoid reacting at the moment, helping improve trust with others.
  • Focusing her efforts more on creating successful outcomes instead of overemphasizing her technical expertise.
  • Developing trusting relationships with her peers and building greater alignment, enabling her to break down silos that limited her department’s effectiveness.
  • More successful outcomes from change projects she was managing since she leveraged others’ talent and skills to augment her capabilities.

Stage theory is a valuable way for executive coaches to support leader growth by defining critical developmental milestones on the journey to the top. These frameworks can be a big difference in helping new managers accelerate their growth and impact as highly effective leaders.


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Dr. Kevin Nourse has more than 25 years of experience developing transformational change leaders in healthcare and other sectors. He is the founder of Nourse Leadership Strategies, a coaching and leadership development firm based in Southern California. For more information, contact Kevin at 310.715.8315 or info@nourseleadership.com.

(c) 2021 Kevin Nourse