📋Notes: A real coaching session (vol. 3)
(Audio summary above of this article provided by NotebookLM)
Hi!
Many of you have asked me to share notes from real coaching sessions so you can understand what executive coaching looks like in practice.
I recently shared 2 examples (see vol 1 here and vol 2 here) and you wanted more!
A coachee shared concerns about her recent promotion.
She now has to lead a team of people who were previously her peers!
With her kind permission I'm sharing some very high level summary notes from our coaching session.
We used the GROW coaching model to provide a structure for this conversation - you can refer to the model here.
Feel free to leave any comments or questions on the post and I'll respond with information where I can.
Thanks!
Parin
Context
Early 40s Director at a multinational company.
She has done a fantastic job leading the business in one country and has a stellar reputation in the company and in the industry. As a result she has been promoted to lead the region.
However she has some concerns around this transition. Her previous peers now report to her.
“I am worried about imposter syndrome and whether my new reports will respect me as the new leader. I know some of them wanted this job too!”
Goal of Session
Congratulations on your promotion! What specific outcomes would you like to achieve in your new role?
Build trust with my team, especially since we used to be peers
Confidently make decisions without second-guessing myself
Successfully lead projects and meet deadlines
Develop a strong, cohesive team culture
What would success look like in 3-6 months?
Have an open and transparent communication channel with my team
Receive positive feedback from team members and stakeholders
Deliver a high-profile project on time and within budget
See team members taking ownership and accountability
Reality Today
How are you currently experiencing imposter syndrome?
Undeserving of the promotion, like I 'lucked out'
Inadequate compared to previous leaders, who had more experience
Fearful of being discovered as 'not good enough' or 'fake'
Difficulty asserting authority, especially with former peers
What evidence supports or contradicts these feelings?
Received positive feedback from colleagues and supervisors
Successfully led smaller projects in the past
Developed strong relationships with team members
Received training and support from the organization
How do you think these feelings are impacting your performance?
I am hesitant to make decisions
I overanalyze everything
I am struggling to delegate tasks effectively
Obstacles and Options
What strategies could you employ to overcome imposter syndrome?
Seek mentorship from experienced leaders
Focus on my strengths and accomplishments
Establish open communication with my team, encouraging feedback
Set clear boundaries and expectations; celebrate small wins regularly
What would be the benefits and drawbacks of 1-2 of these options?
Mentorship: benefits include guidance and support; drawbacks include potential dependence
Focus on strengths: benefits include confidence boost; drawbacks include overlooking areas for improvement
What's next?
Which options resonate with you, and what specific actions will you take?
Schedule monthly mentorship sessions with a senior leader I respect and admire
Keep a 'success journal' to track my accomplishments in this period of doubt
Hold fortnightly team meetings for open feedback and discussion
Set clear goals and expectations with my team and my CEO
What support systems or accountability measures will ensure your progress?
Share my goals and progress with a trusted colleague or friend
Establish a 'buddy system' with another new leader for peer support
Monthly 1-1 coaching sessions
What are your top 5 takeaways from our session today?
Recognize my negative self-talk. They chose the best person for the job!
Leverage my strengths and accomplishments. I have track record!
Open communication with the team. They likely feel awkward too!
Develop a growth mindset. I knew nothing when I started my last role but I figured it out!
Establish accountability measures. Recognize this is normal for a new leader!