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Mid-Level Coaching

As the glue that binds upper-level management to the team layer, mid-level leadership can have a plethora of demands put upon them. This can strain leaders as they determine which priority is most important and how to balance technical and leadership skills. As a result, many mid-level leaders sacrifice leadership skills to fight fires or perceptions. Technical and tactical skills take over pulling leadership into the weeds. This strains the organization and misalignment begins to occur. Teams feel as though they are becoming increasingly disconnected from upper levels of management. Culture is impacted as well as the overall leadership potential of the organization.

It is vital to empower mid-level leaders with the skills necessary to positively engage teams in creating consistent alignment and purpose. The less time leaders have to spend tactically in the weeds the more they are able to positively engage teams. This improves productivity, culture and as a result the profitability of the organization. Our Mid-Level coaching services have 3 elements for success.

  • First, we perform observation and engagement with the leader and those they interact with. We will perform 1-1 meetings to gather feedback and information. This is collected with anonymity to foster open and authentic feedback. We will also attend meetings such as 1-1 sessions performed by the leader. Investigative actions are taken with permission such as reviewing calendars, employee appraisals, and communications. The goal of this phase is to understand how others view the leader and how they conduct themselves. There are no right or wrongs, this is simply an observational phase to better understand the environment.

    The typical timeline for phase one is 60 days
     
  • Phase 2 begins the leadership improvements. From information gathered in the previous phase, our experts will asses how much change can be tolerated and how quickly it can be consumed. Typically we implement changes over 3 months. The most important leadership changes occur earlier in the journey and take the most facilitation to make successful. Changes later in the journey may be smaller and require less direct feedback from our experts.

    The typical timeline for phase two is 3 months
     
  • The final phase is when we engage the leaders' manager. It is important that long-term improvements are sustainable. This is only accomplished when all leaders are in alignment and working towards success. At this stage, we will update the reporting manager of the leader's progress and go over a continued growth plan. Our experts will coach the reporting manager on how best to promote positive changes through direct meaningful interactions and what we call "care and feeding" of the leader. Everyone needs certain elements to keep stress within a manageable zone. If those elements are not in alignment or missing, stress levels increase and can be disastrous for continued improvements.

    The typical timeline for phase three is 30 days

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