Conscious Leadership – Four Sources That Will Cause Executive Leadership to Fail
Conscious Leadership Scenario:
Roughly half of new executive transitions are considered failures within two years- but why? I’ve coached hundreds of struggling executives over my career, and almost every time, their failure is a surprise. The story usually goes something like this: They’ve been high performers their entire careers. As they moved up, they always received high praise. For the most part, people liked working on their teams, and they got along well with their peers.
As senior executives navigate through the, “Never Enough” wickets of Board Meetings and senior executive team meetings – THE SWITCH flips. The usual cycle of “new challenge – work hard – succeed – move on” is suddenly short-circuited; the high performer stalls. They almost always keep their struggles private. Sooner or later the private struggle fails and things start to unravel.
Negative Affect on Culture and Organizational Performance:
There’s always a step back in performance. Then the senior executive’s teams fall behind, and the negative mood affects morale. You start to see turnover on the teams up and down the organizational chart. The performance of the business unit will almost certainly drop off. Then there’s the opportunity cost of actions not taken.
The common excuses not to get senior executives help and get them back on track:
1) Executives should be able to figure it out. 2) We can’t afford coaches for executives. 3) You can’t train for this.
Conscious Leadership Solution:
How to help Senior Executives succeed in a never enough society?
Are you interested in helping others and getting your organization back on track?
First and foremost, understand what’s going on behind the scenes with your executives. There are four forces of executive pressure that often cause people to fail. These pressures are related to how they handle the business, their network, their team, and themselves.
1) One powerful approach is to connect your executives with experienced coaches who have undergone specialized training to help uncover the potential pitfalls in their new roles.
2) Simulated role immersions can also be useful by helping leaders see how they react to common challenges in a day in the life of an executive. Gaining this perspective on one’s own approaches to leadership is immensely revealing to senior executives.
3) It may also be useful to consider shared development experiences, which can help your executives learn together. This can add both efficiency and energy to the learning process. Group experiences have the added bonus of helping to develop strong bonds. Participants move forward with a better network of alliances across the organization.
The success of the business is in the hands of these leaders. Let’s step up and provide them guidance, development, and heartfelt, vulnerable leadership skills.