For managers, climbing the corporate ladder is not only what every one expects, it is essential to keeping a position in most corporations. Growing and accepting greater responsibility is the only acceptable career path for the company and the individual. Success, however, can bring some startling realizations about the skills one has, and executive leadership coaching can ease the transition.
The natural progression for those in the management track is to gain experience and knowledge within their specialty, and then gradually increase the level of responsibility with each promotion. This necessarily means that while their experience and knowledge increases, it is within a specific field. The perspective needed at the highest levels is necessarily a much more comprehensive view, encompassing every division.
Many things that a middle manager had the luxury of ignoring, like personnel schedules, vacation policies training priorities and the like are now part of the job. Not only does one now need to establish and enforce these issues, the responsibility to sell them to the workforce is now theirs to handle. Most new senior managers have a specific skill, and now that is not general enough.
All the rules and regulations and personal protective equipment one may have tolerated or even ignored are also a part of the new territory, One now finds that workplace safety is not the job of a specific staff, it is a management responsibility, one that is more difficult than one might think. The dangers of daily processes must be managed, which means the leader makes the call on what risk is accepted.
The pace of the daily schedule is now dizzying, with someone else managing the appointment list which seems to have no end. Workers, other managers and supervisors come in with problems of every variety for advice and assistance, much of which is outside the experience of the novice leader. Learning which things to focus on and which can be let go takes time.
The view form the higher rungs is considerably different, and now problems of every manager are important, not just those of a single section. The reality of limited resources and expanding need means making tough choices. Decisions one must make now affect all aspects of business operations, and may even be unfavorable to the section one came form.
As middle managers, it is common to look at goals and strategies propagated from above with cynicism and even disdain, but as a higher manager, one is now charged with developing and disseminating them. Lower level managers now bring multiple options and expect a decision on which they should pursue. Even without specific experience, one must make a selection.
Whenever the company is faced with any crises, whether that is a challenge to the way things are done or an opportunity that includes risk, the new senior manager has to participate. Getting teams together to address these issues means facilitating a disparate group of professionals, all with their own loyalties. Executive leadership coaching can help the promoted leader with the transition to the top.
The natural progression for those in the management track is to gain experience and knowledge within their specialty, and then gradually increase the level of responsibility with each promotion. This necessarily means that while their experience and knowledge increases, it is within a specific field. The perspective needed at the highest levels is necessarily a much more comprehensive view, encompassing every division.
Many things that a middle manager had the luxury of ignoring, like personnel schedules, vacation policies training priorities and the like are now part of the job. Not only does one now need to establish and enforce these issues, the responsibility to sell them to the workforce is now theirs to handle. Most new senior managers have a specific skill, and now that is not general enough.
All the rules and regulations and personal protective equipment one may have tolerated or even ignored are also a part of the new territory, One now finds that workplace safety is not the job of a specific staff, it is a management responsibility, one that is more difficult than one might think. The dangers of daily processes must be managed, which means the leader makes the call on what risk is accepted.
The pace of the daily schedule is now dizzying, with someone else managing the appointment list which seems to have no end. Workers, other managers and supervisors come in with problems of every variety for advice and assistance, much of which is outside the experience of the novice leader. Learning which things to focus on and which can be let go takes time.
The view form the higher rungs is considerably different, and now problems of every manager are important, not just those of a single section. The reality of limited resources and expanding need means making tough choices. Decisions one must make now affect all aspects of business operations, and may even be unfavorable to the section one came form.
As middle managers, it is common to look at goals and strategies propagated from above with cynicism and even disdain, but as a higher manager, one is now charged with developing and disseminating them. Lower level managers now bring multiple options and expect a decision on which they should pursue. Even without specific experience, one must make a selection.
Whenever the company is faced with any crises, whether that is a challenge to the way things are done or an opportunity that includes risk, the new senior manager has to participate. Getting teams together to address these issues means facilitating a disparate group of professionals, all with their own loyalties. Executive leadership coaching can help the promoted leader with the transition to the top.
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