“Coaching helped me step out of the weeds and finally see myself as a leader. I realised my value was in influencing, shaping, and guiding, not in doing everything myself. My team is now thriving, and I feel far more confident in my role.“Senior manager struggling with dept growth
A senior manager had recently been promoted as the department expanded. He faced the challenge of transitioning from a professional expert to leader role. His role grew more strategic, ambiguous and required him to lead people-related change.
Despite his competence, the manager struggled to raise his game. He remained immersed in tactical tasks, leaving little time for strategy or structural growth. As a result, the team became disempowered and overloaded, with roles unclear and responsibilities blurred. Instead of stepping up, the team was functioning below grade level, while the senior manager became overwhelmed and stretched thin.
Through a series of coaching sessions, we explored the manager’s fears around ambiguity and organisational uncertainty. Together, we reframed his perspective of his role as technical expert to leader who empowers others. We worked on delegation skills and helping to make space to become the type of leader he admired. We built his relational leadership capabilities to:
- delegate with clarity by giving their team ownership of tasks and responsibilities
- understanding his value as a senior leader was in influence, not control, and so developing confidence to represent the department at a strategic level
- clarifying responsibilities and performance accountabilities
The senior manager embraced their new leadership identity. They delegated more effectively, freeing up time and energy to focus on strategy and external relationships. Their team gained clarity and accountability, stepping into their responsibilities with confidence. The senior manager started to build his identity as a thoughtful and impactful leader.
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