Moving from “doer” to “leader”

By 14th April 2015 CaseStudy No Comments

A little over a year ago, I was promoted into a newly-created management position that elevated me above several former peers and significantly increased the number of direct reports in my group. In thinking about what I wanted to accomplish in my new role, as well as my longer-term professional goals, I felt it would be helpful to have a partner who could help me define and pursue a clear path for myself going forward.

After David and I began working together, we conducted  feedback surveys. The themes that emerged from the interviews with my coworkers helped me better appreciate my core strengths. They also helped me become aware of a few development opportunities I was ready to tackle. Our early conversations also helped me identify some personal growth objectives, including strategically expanding my network both within and outside the company and achieving a healthier work-life balance.

During my work with David, I began setting and enforcing stronger boundaries around my time and priorities. I also reached out to co-workers in other departments to build stronger relationships that would expand my understanding of the organisation as a whole so I could lead my own department more strategically. Giving my direct reports the latitude to take on greater responsibilities allowed me to expand my focus beyond the day-to-day operations of my group.

As a result, I was able to spend more time on departmental and organisational strategy rather than transactional activities that my employees could easily address and resolve.
After just nine months in that job, I was promoted.  In my new position, I continue to find my work with David valuable. With his assistance and expertise, I am able to hone in on my yearly goals as well as take incremental action to ensure my future goals come to fruition.

Director, compliance, education management

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