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FAQs
Are you a technically minded leader? We can help.
We work with technical leaders who are striving to become great people leaders. As they progress in their careers, at some point they are asked to lead people which is a completely different skillset. We help them leverage themselves to help others be more successful.
FAQs
What is the Task vs Relationship process? Why should technical leaders be aware of it?
As we work with technical leaders who are experts in their fields, we also help them focus and lean on people relations so that they are equipped to be complete leaders by balancing both important qualities. Through this, we notice that their listening and communication levels rise exponentially; thereby seeing huge gains in their team productivity.
FAQs
What are the pitfalls of a technical leader when they get promoted?
Technical leaders lean more towards their technical skills as that has been their comfort zone and so they find it difficult to delegate tasks to the team and often take work home or stay extra hours to complete tasks themselves. We help them overcome this by preparing them to become better coaches, advisors and delegators for their teams.
FAQs
Why should any manager or a leader ask for a 360?
A 360 report, also known as a 360-degree review or 360-degree feedback, is a performance evaluation that gathers feedback from multiple sources about an employee's work, skills, and behaviors. We believe that every leader should have a 360 done. For technical leaders that rely on data, this is a great tool because you are getting data from others on how they perceive you as a leader. This gives us a sense of what they should be doing more or less of. Reflection on this objective data collection is key for leaders to capitalize on for opportunities. We can help coordinate your 360s.
FAQs
What are the biggest challenges technical leaders experience when they transition to a new role?
We notice that they tend to rely heavily on their previous technical experience, yet their new role has new demands and expectations. A lot of the work we provide is helping them become comfortable with the expectations of their new role. For example, what is the organization asking from them to fulfil in this new role and how to distance themselves from work that they should be delegating and directing to their team.
FAQs
What is the difference between functional and enterprise thinking?
Leaders need to be able to solve the problems of others and the organization (enterprise thinking) and not just their own (functional thinking). They need to know the operations they are in-charge of but also the connections with other groups and the greater purpose of the organization. We help leaders see how their work fits into the bigger picture which then allows them to know where to properly invest their time and talents that are available to them.
FAQs
Should leaders let their quality of their work speak for itself or is there a different approach?
Leaders need to promote themselves, celebrate and share the accomplishments of their team and their work. We facilitate and coach these leaders in recognizing that they should not just rely on letting the work speak for itself, but it is important to showcase the value that they bring to their senior leaders and stakeholders by showing their achievements. This helps everyone around them understand value and to also stay motivated towards successful growth.
FAQs
What does executive presence mean if I’m naturally a quiet person?
We look at how to encourage quiet leaders to show up as quality leaders who know when to speak, how to speak and when to show up so that it can be determined what is needed from their role, to be successful. We help them to act differently by coaching them to set the culture as people depend on them for that role. Being intentional about how a leader is representing their role is an important piece of the executive presence.
FAQs
How do you deal with technical managers that feel they should be giving directions all the time?
The more directions you give to people, the more they will rely on you. We help leaders harness skills that allow them to provide independence to their teams. Teams should learn from the questions a leader poses to them as this helps empower them to come up with their own solutions. Leaders can then build the talent of others rather than just instructing people on what to do. This grows the depth and the wisdom of a business which is vital for growth and success.
FAQs
What’s the #1 role of a leader?
The most important thing for a leader is to focus on developing talent. They need to be able to separate themselves from doing the technical work and empower their teams to resolve, solve, fulfil and deliver. This way the leader, the team and the organization will all benefit greatly and maintain high quality and a stable yet sustainable environment.