Quelles sont les meilleures façons d’aider un client à s’adapter à un nouveau rôle de leadership ?

Emotional intelligence and self-awareness are key leadership traits. The Energy Leadership Index (ELI) Assessment is an attitudinal assessment that captures how individuals view and perceive work and life situations. During the debrief process, clients gain insights into their unique energetic composition and how they can shift their levels of energy when responding to stressful situations.

Starting a new leadership role can be daunting. One thing a new leader can do is envision. Taking time to create a detailed picture, in one's mind, of what being a leader looks like, sounds like and feels like can be extremely helpful. Picturing yourself enjoying the leadership role and doing the required work can build your confidence. It can also remind you that you have the tools to do what is needed authentically. Envisioning yourself in a new leadership position can also begin to address subconscious feelings of inadequacy. It can bolster your internal faith in your abilities and help you embrace your new position with excitement. The first key to being successful is seeing and believing it to be so.

Assessment and Understanding: Conduct an initial assessment to understand the client's strengths, weaknesses, skills, and areas for development. Using a SWAT analysis is a good place to start. Clarify Expectations: Clearly outline the expectations of the new leadership role. Ensure that your client has a comprehensive understanding of their responsibilities, goals, and performance expectations.

Eine neue Rolle als Führungskraft anzutreten ist spannend und herausfordernd zugleich. Um den vielfältigen Aufgaben gerecht zu werden, ist es entscheidend, sich über die eigene Haltung als Führungskraft klar zu sein, empathisch auf Mitarbeiter:innen eingehen und gleichzeitig in emotional herausfordernden Situationen souverän reagieren zu können. Was hilft hierbei? 1. Die Reflexion eigener Werte. 2. Sich eigene, schwierige Gefühle bewusst machen, um einen besseren Umgang mit diesen in herausfordernden Situationen zu finden. Gerade zu Beginn ist es wichtig, die Weichen so zu stellen, dass ein klares, empathisches und souveränes Auftreten möglich wird und das Team gut zusammenfindet.

Confidence, resilience and empowerment are all an inside-out job. To step up and thrive in a new leadership role, the person must build a new identity in harmony with success at that level. That's where the inner work can pay big dividends. We can never outperform our self-image. My late mentor, Bob Proctor, said that any personal development program that ignores the spiritual side of success is an incomplete program. Coaches, mentors and trainers have so many tools that support new leaders - all very valuable. But don't overlook the most powerful force in the universe, your own will to succeed. Surround yourself with people who grow you and stretch you to be, do and have more than you can on your own.

Identifying strengths, weaknesses, opportunities, and threats (SWOT Analysis) is a good exercise to identify elements for the action plan. Another approach is to create a 90-day plan. Some elements to consider include Relationships, Culture and Team Building, Skill Development, Communications Strategy, and Performance Metrics.

Pour moi, le SMART seul ne suffit pas. Il faut ajouter un... E. E comme Écologique. Il est indispensable de vérifier que l'objectif travaillé avec le client le respecte lui. Ses valeurs, ses ressources, sa phase de vie... Sans ce E, on risque de créer un désordre futur, un désalignement potentiel. Gare aux dégâts !

Meiner Erfahrung nach ist es für Führungskräfte wichtig und hilfreich im Coaching einen gemeinsamen Reflexionsraum zu finden, in dem sie neue Perspektiven auf ihr Fühlen, Denken und Handeln entwickeln können. So erweitert sich der Handlungsspielraum und neue kreative Lösungsansätze werden entwickelt.

Collaborate with your client to create a transition plan that includes short-term and long-term goals. Break down the plan into manageable steps to make the transition more achievable. Help your client establish strong relationships with team members, colleagues, and key stakeholders. Facilitate introductions and encourage networking to build trust and rapport. Practice active listening to understand your client's concerns, challenges, and aspirations. Offer constructive feedback and coaching to help your client enhance their leadership skills. Help your client understand the organizational culture. This includes unwritten norms, communication styles, and the company's values.

Der Wunsch zu wachsen und zu lernen ist entscheidend, um sich weiter zu entwickeln. Wer Verantwortung übernimmt, macht unweigerlich Fehler. Dann kommt es darauf an, diese zu nutzen, um etwas Neues zu verstehen und beim nächsten Mal besser zu machen. Wer keine Fehler macht, lernt nicht. Wer seine Erfolge nicht feiert, brennt aus.

You can’t pour from an empty cup. Burnout is on the rise in many organizations. Leaders should not be afraid to disconnect or establish clear work boundaries. Coaches can encourage their clients to define a self-care routine along with morning and evening routines. The Miracle Morning book suggests the SAVERS method as a morning routine. SAVERS stands for: silence, affirmations, visualization, exercise, reading, and scribing. Implementing these steps in the morning can help energize your day.

Remember: They hired you for at least one reason. Probably a whole host of reasons. While it is completely normal to have doubts and feel insecure at times, you have a lot of evidence of success to draw on, if you just look for it.

Understanding the emotions and sentiments of customers in this matter holds great significance as it enables us to respond appropriately when confronted with them.

Helping new leaders understand the importance of creating a North Star through clarity of mission, vision and values goes beyond the organizational mission, vision and values. Leaders need to have a strong sense of their own personal values and personal vision. Understanding what drives us intrinsically will help us to align with the teams and organization that we are serving. Working with an executive coach is one way to set yourself up for success in creating a personal vision as well as setting goals that surpass transaction and move toward transformation. Often, new leaders want to dive into operations because it feels good to check a box. Your team counts on you to inspire them to include working outside of silos.

Meiner Meinung nach geht es weniger darum sich anzupassen als viel mehr im Coaching herauszuarbeiten, welche der eigenen Skills und Ideen gewinnbringend für das Unternehmen und die eigene Rolle sind.

Ask them dress up, walk and behave and talk like a leader. I give them exercises that pull them out of comfort zone, so they learn to take initiatives and become influential, magnetic leaders. They have work on thier dressing, and voice to adapt to next level of success. And keep improvising on it time to time.

OAK™ change model enables users to systematically comprehend, understand, and create desired reality. When someone faces new circumstances, our brains start searching for resources. When everything is new and unfamiliar, stress levels go up, and trust is challenged. The first step is to organize how this information and resources impact our organism. The focus should be on how we collect and respond to new information and challenges. A few tactics to comfortably respond to challenging situations should be prepared. The adaptation phase starts with the conscious implementation of desired tactics. When it comes to ppl, there are always three types of people: believers, undecided, and contras. Build communication strategies for each group.

Neues Unternehmen, neues Team, neue Führungsrolle möglicherweise mit größerer Führungsspanne. Im ersten Schritt geht es hier weniger um Anpassen, sondern um Verstehen. Gerade in den ersten Wochen und Monaten ist das Beobachten und Kennenlernen von Vorgesetzten, Mitarbeitern, der Firmenkultur, anderer Führungskräfte .... etc. enorm wichtig. Je offener erst einmal Eindrücke gesammelt werden, desto passender können im nächsten Schritt Ziele und Aktionspläne festgelegt werden. Der Erfolg im neuen Unternehmen hängt ja auch davon ab, Dinge anzupacken, denen Vorgesetzte und Peers einen Mehrwert zuschreiben. Auch das Standing gegenüber dem Team profitiert davon und baut so das notwendige Followership auf.