Tag Archive for: career development

From Plateau to Peak: How to Elevate Talent Through Coaching

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Great Leaders Aren’t Born, They’re Coached

Leadership performance gaps are costly, affecting everything from team morale to organizational outcomes. Effective coaching can bridge these gaps, creating leaders who are not only skilled but also attuned to the nuances of impactful management. Achieving lasting improvement, however, goes beyond simple check-ins or basic feedback. High-quality coaching requires a strategic approach that deeply engages leaders in their growth journey.

Start with a Comprehensive Skills and Needs Assessment

An accurate assessment is the foundation for successful coaching. It goes beyond typical feedback, requiring tools that can pinpoint specific areas for growth, from strategic thinking to interpersonal skills. By using methods like 360-degree feedback, leaders gain insights that reveal blind spots they may not otherwise recognize, while also uncovering strengths they can leverage more fully.

Why it matters: For a skills assessment to be effective, it must be carefully tailored, incorporating insights from diverse perspectives. This approach yields a comprehensive picture of each leader’s performance, allowing for a targeted focus on high-impact areas. When conducted thoroughly, these assessments form a clear roadmap for where to begin the coaching journey.

Set Clear, Measurable Goals for Coaching

The value of coaching is magnified when goals are aligned with organizational priorities and structured to be measurable. Short-term goals create momentum, while long-term objectives ensure ongoing development. Both types of goals are crucial for translating a leader’s growth into tangible results within the organization.

Why it matters: Establishing detailed metrics, like behavior-based KPIs, can transform coaching from a conversation into a results-driven initiative. Metrics serve as guideposts, helping leaders focus their efforts on specific behaviors that directly influence their team and business outcomes. Setting these types of goals requires not only an understanding of performance but also a keen awareness of each leader’s unique strengths and challenges, enabling a structured path forward.

Regularly Evaluate Progress and Adapt the Coaching Plan

Leadership coaching is a dynamic process that benefits from regular evaluations. These check-ins provide insight into how well leaders are progressing and allow for real-time adjustments to the coaching plan. By incorporating periodic feedback from the leader’s team, organizations can uncover new insights into how the leader’s development impacts their team.

Why it matters: Data-driven tools, such as behavioral analytics, offer a way to objectively track performance. These tools can reveal growth in areas that are typically hard to measure, like decision-making speed and conflict resolution skills. This continuous feedback loop enables leaders to adapt, maintaining a steady focus on growth even as they tackle the day-to-day challenges of leadership.

The bottom line: Closing the leadership performance gap is part of a strategic talent development process that requires a structured, intentional approach. By starting with a robust assessment, setting concrete goals, and regularly evaluating progress, organizations can elevate their leadership teams to new levels of effectiveness. With the right coaching foundation, leaders don’t just bridge performance gaps—they build the skills that position their teams and organizations for long-term success.

program for leaders

Mentorship vs. Sponsorship: How to Choose the Right Approach for Your Team

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Advice is Nice, But Access is Better

If you’re lumping mentorship and sponsorship together, you’re missing the point. Sure, both are about developing talent, but they serve very different purposes—and the truth is, your leaders need both. Here’s the difference: a mentor offers advice, while a sponsor puts their reputation on the line to open doors for you. In short, mentorship teaches you how to swim; sponsorship throws you into the deep end and says, “I’ll vouch for you.” So, which does your team need?

Understanding when to use mentorship versus sponsorship—or when to use both—is critical to empowering the next generation of leaders in your organization. Let’s break it down.

Mentorship: When Guidance is Key

Mentorship is the ideal approach when a leader’s focus is on personal growth and development. It’s about offering advice, sharing experiences, and helping someone navigate new challenges. Mentorship is a long-term relationship that’s designed to foster personal and professional growth. Mentors do not need to come from the individual’s direct reporting line or even be in the same part of the company.  The best mentors are often those leaders with different experiences and perspectives.  For example, a CFO could be a great mentor for an operations leader.

When to use it:

  • When Developing New Skills or Navigating a Career Transition
    Senior leaders may use mentorship when a high-potential employee needs to develop specific skills, such as leadership, communication, or technical expertise. This is especially helpful when the employee is transitioning to a new role or department and needs guidance to succeed. A mentor provides insights based on their own experiences and helps navigate challenges the mentee may not have faced before.

Example: A rising manager moving into a more strategic role might need a mentor to guide them effectively making decisions and how to think more long-term.

  • When Fostering Long-Term Personal Development
    Mentorship is also useful when focusing on long-term growth. It’s less about immediate results and more about helping the mentee build confidence, emotional intelligence, and resilience. Leaders might employ mentorship when the goal is to cultivate deeper self-awareness and soft skills, which are essential for success over the long run.

Example: A senior leader mentors a team lead who shows potential but lacks confidence. Over time, the mentor helps the mentee recognize their successes and develop and effective leadership style.

Sponsorship: When You Need to Push Them Forward

Sponsorship is more action-oriented than mentorship and focuses on promoting someone’s career advancement by actively creating opportunities for them. Sponsors advocate for their protégés, ensuring they get high-profile assignments, promotions, or visibility with decision-makers.  Offering to sponsor up and coming talent should be expected of all leaders.

When to use it:

  • When Promoting High-Potential Talent
    Senior leaders use sponsorship when they recognize an individual who is ready for the next level but needs visibility or access to decision-makers. Sponsors will advocate for their protégé in critical meetings, recommend them for high-stakes projects, and push them toward promotions.

Example: A senior executive nominates a rising star for a company-wide leadership development program that includes work on an important business project.  This type of sponsorship ensures they get the visibility they need with top management to be considered for an executive role.

  • When Opening Doors to New Opportunities
    Sponsorship is crucial when someone needs that final push into a leadership role. This is particularly important when diverse or underrepresented talent needs a boost to overcome systemic barriers. Sponsors advocate on their behalf, using their influence to create career-defining opportunities.

Example: A senior leader advocates for a highly capable woman of color to take on a high-profile project that will position her as a candidate for a VP role, directly leveraging their influence to ensure she’s given the opportunity.

Sponsorship shouldn’t start just in time for someone to join the highest ranks in the organization.  Sponsorship is important for early career talent, as well.  Too often talent misses opportunities because they don’t realize the importance of sponsorship.  Part of developing talent is to help them understand that career development often goes beyond having the right skills and capabilities. It’s also important to network and develop relationships this allow them to engage with potential sponsors throughout their careers.

Creating the Right Mix: When Both Mentorship and Sponsorship are Needed

Some situations call for both mentorship and sponsorship, as leaders often need development in multiple areas at once. Here’s where a mix of both approaches can be especially powerful:

When to use both:

  • When Preparing an Emerging Leader for a Bigger Role
    A senior leader may first mentor an emerging leader to develop the necessary skills for a higher position, and then transition into a sponsorship role by advocating for their promotion once they’re ready. This combination ensures the individual is both prepared and promoted.

Example: A director mentors a high-potential manager on strategy and leadership for several months. Once the manager demonstrates readiness, the director shifts into a sponsorship role, recommending them for a director position in an upcoming reorganization.

  • When Supporting Underrepresented Talent in Leadership
    For underrepresented groups in leadership, combining mentorship and sponsorship is particularly powerful. Mentorship offers the necessary development, while sponsorship helps break through barriers and biases by creating opportunities for advancement.

Example: A senior executive mentors a high-potential LGBTQ+ manager, helping them navigate the complexities of leadership. Later, the executive sponsors the manager for a C-suite opportunity, using their influence to overcome potential biases in the selection process.

Conclusion: Choose the Right Approach for the Right Moment

The key takeaway is that both mentorship and sponsorship play critical roles in leadership development, but they are not interchangeable. Mentorship is about growth, guidance, and long-term development, while sponsorship is about advocacy and career advancement. The most successful organizations know when to use each—or when to combine both approaches—to empower their future leaders and drive organizational success.

Developing Your Next Generation of Leaders

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5 questions every executive team should be asking themselves

Look around your leadership team. Are you seeing the future? If not, it might be time for a little refresh. Here’s the uncomfortable truth: the leaders of tomorrow may not look like the leaders of today. And, no, we’re not just talking about diversity (although that’s an important piece). We’re talking about mindset, adaptability, and that elusive quality: resilience.

1. Identify Your Rising Stars (Before They Burn Out)
You know those high-potential folks in your org who are constantly “doing a little bit extra”? Yeah, the ones who might combust if they don’t take a vacation? They’re your next-gen leaders. But before you start piling on more responsibilities, give them the development opportunities they need to succeed without burning out. Leadership is about more than hard work; it’s about working smart, too.

Question: How do we currently identify high-potential employees, and are we doing enough to ensure their development without overwhelming them?

  • Encourage your management team to conduct regular talent assessments focusing on both performance and potential.
  • Ask managers to track burnout risks by monitoring workload and offering tailored support before it’s too late.
  • Implement succession planning that allows future leaders to shadow more senior roles without adding excessive pressure.

2. Give Them Real Challenges (Not Just Busy Work)
Handing future leaders token assignments is like giving a firefighter a garden hose. It’s cute, but it’s not going to solve anything. If you want them to grow, give them meaty, real-world challenges that test their problem-solving abilities and leadership potential. Sink-or-swim might sound harsh, but in a world of constant disruption, they need to be ready for the deep end.

Question: What significant, high-stakes projects can we hand over to emerging leaders that will stretch their abilities and prepare them for greater responsibility?

  • Assign future leaders critical projects with real impact, allowing them to grow through hands-on experience.
  • Set up mentorship programs where senior leaders guide next-gen leaders through complex problems.
  • Use failure as a learning opportunity by openly discussing the lessons from missteps instead of punishing them.

3. Coaching, Not Micromanaging
Nobody became a great leader by being spoon-fed. Leaders grow through challenge, reflection, and yes, failure. What they don’t grow from is a boss breathing down their necks about every decision. Shift your focus to coaching rather than micromanaging. Help them learn how to think strategically, navigate tricky waters, and make decisions that align with long-term goals.

Question: How can we shift from micromanaging tasks to fostering strategic thinking and decision-making in our up-and-coming leaders?

  • Promote a culture where managers ask powerful questions rather than providing all the answers, helping future leaders think critically.
  • Encourage regular one-on-one coaching sessions focused on growth, feedback, and leadership challenges rather than daily operations.
  • Introduce self-reflection exercises for future leaders to assess their decisions and outcomes, reinforcing autonomy and learning.

4. Encourage Cross-Functional Exposure

If you want a well-rounded leader, you need to throw them into situations where they’re not the expert. Let them sink their teeth into projects outside their usual domain—because real leadership isn’t just about knowing your lane; it’s about driving the whole highway. Cross-functional exposure builds broader strategic thinking and breaks down organizational silos.

Question: How can we create opportunities for our future leaders to work across different departments and gain a broader understanding of the business?

  • Rotate rising stars through key departments so they gain a 360-degree view of the organization’s operations and culture.
  • Assign future leaders to cross-functional task forces or project teams that require them to collaborate beyond their usual scope.
  • Encourage participation in cross-functional strategy discussions, giving them a seat at the table where broader business issues are tackled.

5. Provide Continuous Learning Opportunities

Your future leaders should never stop learning. Invest in their development through ongoing training that goes beyond the basics. Leadership isn’t static, and neither should be their education. Whether it’s executive coaching, leadership programs, or industry conferences, giving them the tools to learn and adapt is non-negotiable.

Question: Are we investing enough in our leaders’ learning and development to keep them at the forefront of emerging industry trends and leadership practices?

  • Create personalized learning plans for future leaders that combine formal training, mentorship, and real-world experience.
  • Offer leadership development programs focused on emerging skills like emotional intelligence, digital transformation, and adaptive leadership.
  • Provide access to external conferences, courses, and networks that broaden their knowledge base and expand their industry insights.

 

These thought-provoking questions can push your management team to take concrete steps toward developing the next generation of leaders, while ensuring rising stars are exposed to broader experiences and continuous learning—critical for their long-term growth and organizational success.

The future isn’t going to wait for your leadership team to catch up. Start building the pipeline today—because that bright-eyed manager you’re half-ignoring? They could be the very one most capable of steering your company through a big transformation before you know it.

4 Must-Do Items on Every Leader’s January Checklist

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We’re starting another year. Like any other, it will be filled with opportunities and challenges, achievements and disappointments, zigs and zags. During these first couple weeks of the year, position yourself and your team for success in the months to come. Here are 4 actions that will help you start the year personally centered, organizationally aligned, and ready to go.
How can you and your team get off on the right foot in 2023?
Reconnect to your North Star.  What is your big “why?” Why do you do the work you do? How is it helping you live your values? How does your work advance your personal and career goals? Your business goals? What needs to change to move you further along this year?
  • There are hundreds of tools online to help you do this.  Here’s one.

 

  • If you’re already sure of your North Star, here’s a quick tool for moving you forward: with your north star in mind, create a “Start-Stop-Continue/ Improve” list. Focus on specific behaviors like “start spending 5 minutes preparing for every meeting/discussion by writing down how it aligns with my purpose and my goals and the top three things I want to accomplish.” Or “stop complaining in front of my team and focus on solutions.”

 

  • No matter what you do, write your thoughts down and put an alert in your calendar to check in with them on at least a quarterly basis. As this year ramps up we will be distracted by fire drills, urgent requests, and changes in plans. Aligning to your North Star will allow you to focus more fully on adding value and saying no to non-value-add activities.
Clarify goals.  For many of you, December and January are about setting annual goals for yourself and your team. Make sure you and your team are clearly aligned. Engage your team members in individual conversations about how frequently they want to check in on goal progression and the best way you can support them. Also, decide how you will reprioritize when inevitable change comes along. Even if you did this as recently as December, a quick check-in is important. People lose focus over the holidays, things change quickly and clarifying expectations at the beginning of the year leads to better alignment and happier team members.
Assess your personal routines.  Research shows that having routines can allow us to be more creative.  By creating routines around repetitive leadership tasks, we are able to direct our free cognitive resources to learning and creativity.  What are your current routines? What else could you routinize? For example, set up ‘do not disturb’ on your messaging while you’re doing concentrated work.  That way, responding to messages becomes routinized, and you’re able to respond at a time when you can focus more fully on the messages. Another way to improve your leadership is to consider your daily habits… what do you do almost without thinking or planning? What should you start/stop/continue?  Here’s a great list shared by 21 executives.
Do a mental health check.  How are you feeling as you start the year? Take an honest look at your emotional and mental health. Many of us are energized and ready to go. Many others are still feeling overwhelmed, burnt out, and daunted by what lies ahead of us. Commit time each day to taking care of yourself. Go for a walk. Connect with friends. Read. Do something that feeds your energy. Your company likely has confidential resources that you can access to help you understand and improve your health.
Being intentional around these four areas, you’ll position yourself for a great start to 2023.
What else do you do to start your new year with intention?

Worried About Accountability During the “Great Resignation?”

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Record numbers of people are leaving their jobs and it’s putting a strain on businesses and their leaders. When you’re concerned about holding onto your best talent (who are usually the first to leave because they have the best options), it may seem like the wrong time to really hold people accountable. To be honest, we have become a little fearful. For many, the thinking is, “if I push my people too much right now, they’ll be even more likely to go.” Losing more good people is a legitimate concern. But here’s how accountability can actually work in your favor and increase your ability to retain and engage your best talent.

Three things you can do now to make accountability work:

  • Align performance with client needs.  It’s a lot easier to talk with someone about their performance if you explain how it matters to clients, including internal clients. “Lisa, let’s talk about ABC Pros. They’re one of our most important clients, so we need to bump up our performance for them. What do you think are the top three ways we can do that?” Add your views and expectations to the discussion. Making clients the focus of the conversation reduces the likelihood that they’ll take it personally. It’s not about what you want, it’s about what the client expects. The same is true about aligning expectations with business strategy. It reminds the individual how they make an important contribution. Connecting to their personal goals can make it even more powerful.
  • Map accountability to your team members’ professional development goals.  This is one of those areas where the art of conversation matters a great deal. Accountability can – and should – be framed up as an exercise in helping your employee meet both their business and development goals. “Mike, we talked last month about your interest in learning how to do more complex data analysis. Let’s look at what you’ve done on this project to see what you’re doing well, and where you can make adjustments that would aid in your development.” This can lead to a constructive discussion about the project goals and parameters you discussed with him earlier.
  • Make accountability a two-way street.  Good leaders know that trust and a sense of fairness are critical to developing a productive working relationship with others, regardless of their role. One of the most effective ways to do that is for you to be accountable to your team members as well. This could mean making time to meet with them on a regular basis, helping them overcome resource issues or other organizational barriers, or following up on your development commitments. When you’re trying to establish their accountability include what commitments you are making to support them. “Alisha, what can I do to make this easier for you to accomplish?” Or “What have I done that’s helped you on this project?  What’s not been helpful? What else can I do?”
All three of these elements of accountability were important before the great resignation. The stakes are higher now, so doing these things well will pay even greater dividends.

Why Going Back to The Office Might Not Be Such a Bad Idea After All

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Let’s face it – the world of work is unlikely to ever be the same again. Most companies that have been remote over the last two years are unlikely to ever require 100% office attendance of all their employees. And that’s a good thing.

No two employees are exactly alike.  They have differing capabilities for working productively at home, and different work-life balance needs. Companies are recognizing that one size doesn’t fit all. The best companies will find ways to accommodate the best talent. And every company will make decisions about how flexible they want to be. Likewise, every person will make decisions about which organization is the best fit for them.

Even with this increased flexibility, there are benefits to going into the office … at least a couple of days per week:

  • Your career – good companies will work to create a culture where your work location doesn’t dictate opportunities. All other things being equal, there will still be an unspoken bias that favors those who come to the workplace more often than their peers. For most executives and managers, this won’t be consciously planned. It’s just human nature.  People give opportunity to those they trust the most. And trust is built through relationships. Relationships that include face-to-face time are typically built more quickly and deeply. Grabbing lunch, a chance meeting walking down the hall, or popping into their office for a quick chat. That VP who just hired you? You’re sitting in her office and notice that picture off to the side with her golfing friends and begin a discussion about your favorite courses in the area. Those are meaningful ways that people develop closer personal ties. And they happen more effortlessly and more deeply face-to-face.
  • Your sanity – some people don’t miss going to work one bit. Maybe it’s the commute. Or you’re a complete introvert and don’t need or want social connection as much as the next guy. It could be you’ve just gotten used to the convenience of crawling out of bed, pouring yourself a cup of coffee, and firing up the laptop. Most people, however, need social interaction to maintain their mental health. Covid has been difficult for all of us for numerous reasons and social isolation is a big part of it. Even if you have a bunch of friends that you’ve been able to stay close to for the last two years, being at work provides a greater variety and number of interactions – both of which are healthier for most people. And sometimes we just need to get away from our home because there are distractions that we need a break from. For some people, there are times when “quiet time” to reflect and get things done is more doable at the office than at home.
  • Your options– being at work at least part-time opens up options that aren’t as easily available if you work from home full-time. Here is a partial list of things that are often done more easily, effectively, or enjoyably from the office:
      • Collaborating on the fly
      • Improving your health as you get up and move around. (It takes many more steps to go grab a coffee or lunch at the office than going to your kitchen.)
      • Work / life balance: the kind where work ends when you walk out the door, not when you finally eat dinner or go to bed
      • Networking before, during or after work
      • Developing a new set of daytime acquaintances that aren’t tied to family and “weekend friends,” which promotes mental health
      • Shopping for the perfect gift at that cool store around the corner
      • Celebrating team and individual successes, holidays and birthdays, and important milestones like promotions and retirements

There is no question that returning to work will also be difficult for many people, and that’s to be expected. It was a big change when you abruptly started staying home and it will be a big change if and when you go back to the office, even if only for a day or two per week. There are steps you can take to help yourself prepare and adjust once you’re back. And make no mistake, your attitude toward going back will impact how hard it is for you to return.

No one is better at gauging how to best meet your personal and professional needs than you are. And that’s why taking a second look at what you’ve gained… and lost… over the last two Covid years might lead you to a more nuanced view of the benefits of going back to the office at least part time. Even if it’s not your choice, appreciating the silver lining is good for your mental health and probably your career.

How Did That Conversation Go?

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The Power of Conversation
Powerfully effective leadership requires a great deal of skill – or should I say skills. What do change agility, delegation, performance management, and motivation all have in common? Conversation. Not just talking to or at someone or some group, but talking WITH them.
At the root of almost all leadership successes and failures are conversations that did or did not go well. Leadership conversations can run the gamut from basic to complicated and they are ubiquitous. A rather basic conversation can change a performance issue. A conversation can create the win-win of an effectively delegated task or project. Conversations do the heavy lifting of leading change. Conversations are used to explain a strategy and enlist an executive team to execute it. Conversations articulate the vision in a meaningful, real way and provide those irresistible invitations to come along over a period of time.
As business becomes ever more complex and changing, there is less room for misunderstanding, mistrust, and disengagement. And yet, we increasingly rely on email and texting to communicate – tools that often contribute to more misunderstanding and can create mistrust.
We all know that some conversations are great and others are not. What are the characteristics of a powerful leadership conversation? Here are our top 5:
  1. Authentic. Be aware of who you are and how you are bringing your best self to the conversation. Share your perspectives, learning, insights, and experiences in an honest way. Break down the walls and let others see the person behind the title. Also, be authentic about what the conversation itself is about. Is it a conversation about performance? About a new strategy? About a concern? Say so at the beginning.
  2. More listening than talking. Leaders spend a lot of time telling. Conversations require listening and curiosity. They should not just be about what you need to express and what ideas you need to get across. Focus on hearing what the other person is saying, understanding what is important, what is difficult, what is working or not working. As a leader, practice approaching conversations by asking yourself “‘what can I learn from this interaction? What can I learn about this person/group?”
  3. Purposeful. Approach each conversation with a sense of purpose. Too often we treat conversations as transactions — what do I need to get from this right now? Being purposeful is about thinking about the conversation in the broader context of the relationship you have with the individual or group. What is their purpose? What do they need from this conversation? How does this fit with business strategy and upcoming initiatives? Jot down a few bullets before the conversation to focus your attention.
  4. Excellent questions. Focus on questions that add clarity to the conversation. “Why?” is one of the most useful questions. It’s thought provoking. It can uncover assumptions, perspectives and clarify what really needs to be discussed.
  5. Win-win-win. Powerful leadership conversations focus on creating a good outcome for the three parties involved — the organization, the other person/group and you. That’s not to say that all conversation are positive. Some, like performance or downsizing conversations, can be difficult. However, even difficult conversations can have a good result.
As a leader, do you spend more time crafting emails and presentations than working on the conversations you have every day? What opportunities are you missing?
Mastering the art and science of conversation will improve or help you better leverage virtually every skill you need if you want to excel as a leader in our rapidly changing world.
At NextBridge, we place a premium on great conversations as we help our clients navigate organizational change and leadership development.
What conversation would you like to have? Call me at 978-475-8424. I’d love to hear what you have to say.
Resilience

6 Tips for Building Resilience

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Yesterday, I had the opportunity to spend time with job seekers at the Harvard EdPortal. We were discussing the importance of being change ready and resilient. We talked about how important it is during a job search. And, how important it will continue to be once they land their next opportunity.

Here are the five tips I shared with them on being resilient in the ever-changing world we live and work in.

Stay positive — what is the opportunity?: The natural human reaction to change is to think about what you are losing or have lost. Instead, think about what opportunities a new or unexpected situation is affording you. How can this benefit you even as you help the organization? What skills do you bring to the table that will help you thrive? What will you need to do differently to make that happen?

Focus on what you are learning: Every experience in life allows us to learn something, and nowhere is this more true than in a changing environment. It may be we learn more precisely what it is we like to do (or not do). Or where we excel and where we struggle. If we remain open-minded, we often find new ways of seeing and doing things. New experiences can also tell us what we need to unlearn. What is it that is no longer serving us well? What mental models are getting in the way? The greatest skill development comes when we are faced with new challenges – if we face them with energy and intention.

Change ‘either/or’ to ‘both/and’: Too often, we look at situations as “either/or.” For example, I may think that I either stay or I go. It’s either good or bad. More often, especially in the complexity we face today, we need to move to thinking “both/and.” Both/and thinking would be more like “How can I stay and contribute while preparing for the possibility of leaving?”

Identify what is not changing: Even though it may seem like everything is changing, there are many things that are not. Who you are as a person, what you bring to a situation, and the skills, experience and capabilities you have are not changing. In a more tangible way, there are probably many things about your organization that are not changing. Does it have the same mission? Are its core values immutable? Is what delights your customers the same?

Focus on what you do control: Usually we have more control than we initially recognize. Too often people feel like change is something being done to them. They feel there is no option but to just accept it as it is. In some ways, this can be true. For example, if your company is being acquired, you can’t stop the sale from occurring. You do, however, control how you think about and respond to the change. You can choose to resist or make the best of the situation. You can ask how to best contribute to the new organization. You can seek out information, education, and new projects that align with the changes. You can provide constructive feedback in a positive way at the appropriate times. You can reach out to help others make adjustments. Ultimately, if the new situation isn’t to your liking, you can opt to move on – maintaining your relationships and reputation as you go. Control is much more of an internal state of mind than an objective, immoveable reality.

Build a support system: The most resilient people are not resilient because they can face any situation on their own. They are resilient because they have a network and support system that helps them in a variety of ways. Sometimes it’s emotional support. Sometimes it’s resource support. Sometimes its expertise. Sometimes it’s something you don’t even know you need yet.

Resilience is a multifaceted skill, which can be purposefully developed over time. It’s also a state of mind. As either a job seeker or a leader looking to develop resilience where you are now, it begins with how you think about the challenges and changes in front of you. What are you focused on?

We’d love to hear your tips for building resilience. Share them with us by clicking here.

How Do I Get to the Next Level?

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I woke up the other morning and the calendar said it was December.  December!
How can it already by the end of the year? This realization made me think about the goals I had set at the beginning of the year and where I stood against those goals. I asked myself, ‘How can I take my performance to the next level?” At this time of year, especially in companies that have end-year check-ins as part of their performance management process, you and your people may have this same question.

What do I need to do to get to the next level?

When our people ask this question, they are usually looking for us to help them navigate the performance of career development waters and give them the answer for where they should be taking their performance or career. When asked this question, use the GOAL Development Conversation Framework to guide the conversation.

First, determine the individual’s Goals. Review where the individual is in his or her current role. Are they ready for a move? What are the individual’s personal and career goals?

Second, gain the individual’s Observations on what he or she does well, areas of interest and development needs. Ask for examples.

Third, add your Assessment and the assessment of others, if you know them for a fact. If your team member is interested in moving to another role, what skills and competencies does someone need to be successful in that role? How does this person compare to that profile right now? What do they need to develop? How does it align (or not align) with their interests?

Finally, create a Learning plan. What more do you or your team member need to learn about the role in which he or she is interested? What skills or competencies do they need to develop? How do they need to better showcase strengths?

Getting Real is Now an E-book

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Getting Real Front Cover

It finally happened…Getting Real is available as an e-book.  

Get one for yourself. Share this with a friend or colleague. Don’t miss what Marshall Goldsmith calls “instrumental in taking your personal leadership strategy to new heights.”
Available on Amazon.
Cheers!
Edith

About Edith Onderick-Harvey

Edith Onderick-Harvey is a highly regarded consultant, leadership and talent expert, and speaker. She is the author of the Amazon bests seller Getting Real:  Strategies for Leadership in Today’s Innovation-Hungry, Multi-Tasking, Time-Strapped World of Work. Edith is frequently quoted in the media including The New York Times, CNN.com, HR Executive, and American Executive.  As the President of Factor In Talent,  Edith works with leaders to take performance — their own, their team’s and their organization’s — to the next level.