As 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 More
Emily 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 More
There’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 More
From 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 More
As 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 More
The 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 More
It’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 More
Leaders 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 More
Loss 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.Read More