Leadership Insights on Transitioning to Senior Leadership
- 7 videos | 15m 55s
- Earns a Badge
Transitioning to senior leadership requires one to recognize the key competencies that reflect leadership maturity. Discover the tools, considerations, and challenges when moving into a senior leadership role.
WHAT YOU WILL LEARN
Acquire insights on how leaders must think strategically and spend more time talking to people outside their organization.acquire insights on the three tools a ceo or senior leader must use: self-disclosure, inquiry, and listening.acquire insights on the most common challenges faced by senior leaders.Acquire insights on the 3 p's leadership model.
Acquire insights on some characteristics of a high-performing leader.Acquire insights on the importance of responding instead of reacting in a situation to get the results you desire.Acquire insights on the four components of effective decisions.
IN THIS COURSE
2m 7sAs you move into senior roles be careful how you spend your time. Most senior managers say they should spend more time on strategic concerns, but they don’t. The only way to be more strategic is to talk to people outside the organization who are different from you. FREE ACCESS
2m 37sThree tools a CEO or senior leader can use are self-disclosure, inquiry, and listening. FREE ACCESS
2m 7sChallenges include 1) trying to make the organization better while dealing with crises and day-to-day issues; 2) people decisions, especially not moving fast enough to replace people; and 3) focus; making decisions in the morning when you’re fresh, not in the afternoon. FREE ACCESS
2m 5sThe leadership model starts with meaningful work for the people entrusted to you. Then, to inspire the people you must give them a purpose. Finally, you’ve got to perform — create value for all stakeholders. You need all three: people, purpose, and performance. FREE ACCESS
1m 51sHigh performing leaders model the behaviors they seek in others, including behaviors they don’t want to do themselves. He will interrupt his own agenda to coach on request. He tries to make decisions more consultatively than unilaterally. He gives other examples. FREE ACCESS
2m 51sInstead of reacting, respond with persuasion. You'll be more like to get the result you want. FREE ACCESS
2m 18sThe components are quality (making good decisions), speed (deciding faster than the competition), yield (executing as intended), and effort (not too little or too much). FREE ACCESS
EARN A DIGITAL BADGE WHEN YOU COMPLETE THIS COURSE
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