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As difficult as it is to be successful in a new leadership role, things quickly get complicated when you are asked to manage those who were previously your peers or superiors. A whole new set of problems enter the manager-employee equation in these situations. Training is rarely provided to help... I NOW MANAGE MY PEERS As difficult as it is to be successful in a new leadership role, things quickly get complicated when you are asked to manage those who were previously your peers or superiors. A whole new set of problems enter the manager-employee equation in these situations. Training is rarely provided to help navigate the unique and trying challenges that will no doubt encountered. Your direct reports likely fall into one of three categories: Advocates, Detractors, or Fence-sitters. All of which need to be identified and appropriately engaged and managed if you are to succeed. It is relatively easy to work with Advocates. They are your supporters and want to see you do well. They err on giving you the benefit of the doubt and look for the positive in everything you do. They are likely your most manageable group. Detractors include those who think that they should be the leader. They question whether you possess the necessary maturity, skills, and experience to lead the group. They actively seek confirmatory evidence to support their opinions. What's more, they are quick to tell others about your mistakes, missteps, and shortcomings. They may resist or work against you, overtly or covertly. They are tough to manage and difficult to convert to Advocates. You may struggle with whether it is worth the effort to keep them around. The Fence-sitters are often cautious or disengaged and take a wait and see approach. They do not give you the benefit of the doubt, nor do they actively work against you. Some never move from this non-committed fence-sitter state, but most gradually transition into either the Advocate or Detractor role. You are well aware that you should spend time strengthing your relationship with the fence-sitters to convert them to Advocates. But this is easier said than done. Being the boss is a very lonely place, and placing professional boundaries on the relationships with those who were your peers or superiors is extremely difficult. This loneliness is particularly challenging when you have assumed significant management responsibility for the first time. Who do you turn to for advice? Who do you trust and count on? Why have your relationships deteriorated? These are questions that you may struggle to answer. Our Executive Coaches work with you to craft realistic, actionable leadership plans. As independent and objective advisors, our Executive Coaches will help you engage and motivate employees en route to developing a high-performing team. And, perhaps more importantly, help you make the right decisions regarding how best to handle those who can't or won't get with the program. Schedule An Introductory Call "Training is rarely provided to help navigate the unique and trying challenges encountered when you are promoted to manage your peers"

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Schedule introductory video conference call with Paul Gillard PhD to share your planning facilitation needs and to learn more about our processes and capabilities. INTRODUCTORY MEETING Please select a 30-minute timeslot for our introductory video conference call (TEAMS). I look forward to learning more about your needs and sharing some insights about our processes and capabilities. Planning Reference Materials Capabilities Overview Planning Templates Success Stories

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Employees who struggle to get promoted often assume that their careers have stalled and drastic action is required to advance. Rather than stagnate in their current role, they opt to "jump ship" and join another company. In some cases, this is the right move to get their careers back on track... I KEEP GETTING PASSED OVER FOR PROMOTION Employees who struggle to get promoted often assume that their careers have stalled and drastic action is required to advance. Rather than stagnate in their current role, they opt to "jump ship" and join another company. In some cases, this is the right move to get their careers back on track. However, more often than not, there are legitimate reasons why advancement is not forthcoming. Endless self-questioning and second-guessing of past events occur when one has been passed over for a promotion . It can be very difficult to move beyond an overwhelming sense of resentment and rejection. Employees at all levels are often blind to their professional weaknesses and the degree to which these gaps are recognized by others. They simply have not received the developmental feedback necessary to understand and create a development plan to address their shortcomings. Their direct manager has done them a great disservice. Five simple questions can help assess whether your career is on track or going off the rails. Do you have regular discussions with your manager about your career goals and development needs? Have you used employee engagement surveys, personality assessments and/or 360-Degree feedback instruments to capture critical and actionable feedback regarding your development opportunities? Have you conducted an honest assessment of your goals, strengths and development areas of focus for the next 12-18 months? Do you have a written plan of action to address your development areas of focus? Have you achieved observable improvements in the targeted developmental areas of focus over the past 3 months? If you answered YES, to all of the above, you appear to be on the right path and are managing your career effectively. Good job! If you answered NO to any of the above, you may be at risk of ignoring, stalling or derailing your career. You may benefit from our Executive Coaching support. We will provide the objective assessment, insight, and guidance necessary to get your career back on track. Schedule An Introductory Call

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Lack of vision, poor strategy and weak culture are the hallmarks of organizations struggling with purpose issues. Managers report poor alignment, weak governance and lack of employee engagement as critical challenges.  Employees cite poor leadership, ambiguous goals and ... PURPOSE CHALLENGES Lack of vision, poor strategy and a weak culture are the hallmarks of organizations struggling with purpose challenges. Managers typically report alignment, accountability, and employee engagement as critical issues. Employees often cite poor leadership, ambiguous goals, and the inexplicable changing of priorities as significant concerns. Both perspectives are correct, to some degree. Regardless of role, the"constant spinning of wheels" is a frequent refrain across the enterprise. When employees don't know where they are going, confusion, frustration, and disillusionment predominate. Executives engage Transformation Associates to help sort things out. We objectively assess the challenges reported and craft a tailored roadmap outlining the specific actions required to course correct. Ultimately, we navigate the multitude of "organizational realities" en route to creating a clear, unambiguous, and meaningful path forward for all. Which of the following observations resonate most with you and your situation? Schedule and an introductory call with a Transformation Advisor to learn more. Schedule An Introductory Call Hallmarks of Organizations With Purpose Issues Lack Of Vision Companies lacking vision are akin to rudderless ships set adrift and at the mercy of the seas and the tides. While sometimes incorrectly viewed as a "nice-to-have," a compelling vision is critical to engaging, energizing, and focusing the efforts of managers and employees alike. Experienced executives recognize the importance of and take ownership for the development and communication of an aspirational vision that clearly and concisely describes the company's long term goals and values to employees, customers and investors. Learn More... Poor Strategy The absence of a clear strategy for achieving organizational goals is a recipe for disaster. A good strategic plan enables an organization to focus its limited resources on the things most likely to achieve both short and long-term goals. While never perfect, these calculated bets should clearly outline organizational priorities and allow functional leaders to define their respective operational plans. Learn More... Weak Culture Executives who ignore culture do so at their peril and are doomed to experience long-term, negative consequences. Underlying beliefs, values, and behavioral norms are critical elements of an organization's culture. Strong cultures determine why and how things are done. C ultures evolve slowly over time and are highly resistant to change. Successful organizations ensure executives nurture and proactively shape organizational culture. Learn More... Employee Perspective On Purpose Issues Poor Leadership Executives without both good managerial and leadership skills are doomed to the organizational scrap heap. Employees look to those in positions of authority to set goals and provide clear direction. Employees intuitively understand that traditional managers strive to keep things under control and eliminate surprises and that leaders seek to drive change and realize a better tomorrow. Today's executives need to do both and bring employees along with them if they are to excel and achieve organizational goals. Learn More... Ambiguous Goals The absence of clear, realistic and attainable performance goals diffuses efforts and demotivates employees. Employees want clear, realistic and attainable goals. Moreover, contrary to popular opinion, measuring performance against objective and clearly defined goals is welcomed by most employees - particularly high performers. The trick is measuring both actionable leading indicators and outcomes. Good leaders give employees clear goals, the latitude to execute and the tools to gauge their performance. Learn More... Changing Priorities Frequent changing of direction without adequate explanation is a surefire indicator of managerial inexperience. The constant changing of priorities is often cited as necessary by management as they throw around the phrases such as "we need to be nimble and responsive to customers." However, in reality, more often than not, this is due to poor planning and a lack of managerial maturity. Employees want experienced leaders in positions of authority who are empowered to set the direction and priorities for their teams - not vacillate like leaves in the wind. Learn More... Manager Perspective On Purpose Issues Poor Governance Organizations lacking governance and control practices inevitably learn their importance the hard way. Strong governance practices enable effective organizational decision-making, allocation of resources and operational execution. By ensuring transparency, prioritization, and alignment with strategic business priorities, organizations maximize their probability of success. Governance should not be confused with ineffective bureaucracy; rather it must be viewed as a strong business enabler. Learn More... Lack of Engagement Disengaged employees are destructive and can drag down the overall performance of teams. While it is frequently challenging, and often frustrating, managers must continuously motivate and engage employees at all levels - their success and the success of the organization depend on it. However, there are times when managers should cut their losses and release disengaged or destructive employees before things spiral out of control. The wisdom to know when and how to cut losses is what separates an average manager from a great leader. Learn More... Lack of Alignment Employees are largely rational beings and tend to act in a manner that serves their best interests when given a choice. Most successful organizations clearly articulate their values, behavioral norms and performance expectations. In addition, they ensure both functional and cross-functional strategies, objectives and priorities are aligned. All of which are reinforced by carefully designed rewards a recognition systems that ensure individual goals are not pursued at the expense of overarching organizational goals. Learn More... Each organization has its unique strengths and weaknesses - no two are identical. Canned solutions to addressing Purpose related challenges are doomed to failure. We work closely with clients to create a tailored approach that leverages their specific strengths and addresses particular issues and challenges. Are you ready to start your transformation journey? Schedule An Introductory Call

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Even the most engaged and industrious employees resent the assignment of tedious and monotonous tasks. Who can blame them? Often the situation is unavoidable, but troubling questions still abound. Why was I selected to do this? Did I do something wrong? Am I being punished? ... I JUST GOT A LOUSY WORK ASSIGNMENT Even the most engaged and industrious employees resent the assignment of tedious and monotonous tasks. Who can blame them? Often the situation is unavoidable, but troubling questions still abound. Why was I selected to do this? Did I do something wrong? Am I being punished? How do I get this task reassigned? We have all been there and know how it feels - lousy! Learning how to assess and respond to these dreadful assignments constructively is critical to long-term career success. Easier said than done! The emotions involved are often difficult to isolate, understand, and process. Putting the pieces together to see the whole picture takes time and effort. Guided exploration of relevant situational, interpersonal, and personal factors rapidly yields significant insight and delivers actionable cognitive and behavioral adaptations. Contact us to hear about effective strategies for assessing, adapting to, and learning from these lousy assignments. Schedule An Introductory Call