In the sixteen years I’ve been a professional coach, I have had the privilege of coaching leaders at every level in organizations. It’s interesting to note that whether the leader is a new manager or an executive, whether they are just out of grad school or nearing retirement, I am often their first professional coach.
Consequently, I am often the first person to stand shoulder to shoulder with the leader in assessing what is working well, and what isn’t, in their leadership function.
An example of this is a brilliant person I recently worked with who had quickly ascended the corporate ladder in her organization and now supervised a large group of people. This leader was miserable, however, as were the people on her team. Essentially, she always had loved being the smart one—but had never learned how to share that role.
As a result, she had fallen into…
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