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Patti Cotton

Executive Coach & Career Strategist

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Strategic Thinking

Jumpstarting Leadership Abilities

July 9, 2024 By Patti Cotton Leave a Comment

Jumpstarting Leadership Abilities
Image Credit: Depositphotos

When was the last time you undertook a major initiative?

No doubt, you and your team did some careful planning over time to outline a strategic plan and to get the right people and processes in place to launch successfully.

But did you consider what you would personally need in order to lead this expanded arena effectively?

No doubt, it asked more of you – decision-making became more complex, the challenges you and your team faced were new and more involved. That which worked well in the past was now inadequate. You simply chalked up the elevated demand for your personal resources, the additional stress, and the fatigue accompanying this to be part of the natural course for expansion.

Jumpstarting your leadership abilities as you look to launch a new initiative or project is key.

Ideally, it starts in the planning period, but anytime in the process will enhance your success and that of your company.

Why? Because more responsibility requires you to lead at an elevated level. And although coaching over time is the most effective way to develop your leadership abilities, fast-tracking this to meet change can boost your capacity quickly.

John, the Chief Executive Officer of a large healthcare organization, had always been an effective and visionary leader. Under his leadership, the organization had grown significantly, expanding its services and improving patient outcomes. Recently, John was tasked with leading a groundbreaking initiative aimed at integrating cutting-edge technology into the organization’s operations to enhance patient care and streamline processes.

Recognizing the magnitude of this new challenge, John realized that he needed a quick “kick-start” to elevate his mindset, refresh his thinking, and eliminate any old habits that might inhibit his leadership of this new initiative. Despite his past successes, he understood the importance of continuous personal growth and the need to adapt his leadership style to meet new demands.

When he called to explain what he was undertaking, we both agreed he would be well-served to work with an executive coach who could challenge him, be his thought partner, and his sounding board.

His current leadership style, although proven successful, might lack the necessary agility and forward-thinking approach required for this transformative initiative. This could result in slower adoption of new technologies, resistance from staff, and ultimately, a failure to achieve the initiative’s ambitious goals. John needed to rejuvenate his leadership approach, foster a more innovative mindset, and develop strategies to lead this change effectively.

To address this, we decided to jumpstart his leadership development with a 3-day private immersive. John later shared that this made a huge difference in the way he was able to move forward quickly and with greater ease.

Day 1: Assessment and Mindset Elevation

The first day focused on a comprehensive assessment of John’s current leadership style, strengths, and areas for development. During the week prior, I had administered a relevant assessment and conducted some personal interviews with John’s team in order to gain a holistic understanding of John’s leadership profile.

We focused on mindset elevation in the afternoon. Through guided discussions and reflective exercises, John explored the latest trends in healthcare technology, innovation, and leadership. I introduced techniques for fostering a growth mindset, emphasizing the importance of adaptability, continuous learning, and open-mindedness.

Day 2: Strategic Thinking and Innovation

The second day was dedicated to enhancing John’s strategic thinking and innovation capabilities. We began the morning with brainstorming sessions where I guided John as he generated creative solutions and strategies for implementing the new initiative. We discussed potential challenges and devised proactive measures to address them.

In the afternoon, the focus shifted to practical applications. John engaged in role-playing scenarios to practice leading his team through the change process, managing resistance, and communicating the vision effectively. I was able to provide real-time feedback and coaching to refine John’s approach.

Day 3: Habit Formation and Action Plan

The final day concentrated on habit formation and developing a concrete action plan. We identified old habits that could hinder progress and worked on replacing them with new, empowering behaviors. I then introduced techniques for habit change, including visualization, habit stacking, and accountability structures.

In the afternoon, John crafted a detailed action plan for the next 90 days, outlining specific goals, milestones, and key performance indicators. I emphasized the importance of regular reflection and adjustment to ensure continuous improvement and alignment with the initiative’s objectives.

Outcome:

By the end of the 3-day private immersive, John felt rejuvenated, inspired, and equipped with a fresh perspective on leadership. He had a clear action plan and newfound confidence in his ability to lead the organization through this transformative initiative. The intensive coaching session not only provided immediate benefits but also laid the foundation for an ongoing coaching relationship, ensuring John continued to grow and adapt his leadership approach to meet future challenges.

Does a quick intervention, such as a private coaching immersive, replace the classic coaching engagement over time?

No. An immersive is most effective when coupled with regular coaching for lasting change.

But the immersive can be greatly instrumental in fast-tracking senior executives like John to address, plan for, and acquire quick tools to begin the process of elevating their mindset, refresh their thinking, and adopt new habits essential for leading major initiatives.

By addressing potential problems early and equipping leaders with the necessary tools and strategies, organizations can ensure successful implementation and sustained growth in an ever-evolving landscape.

Where do you need to jumpstart your own leadership? What needs to shift or change in order to do so?


© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Navigating the Maze of Polycrisis in Executive Decision-Making

May 14, 2024 By Patti Cotton 1 Comment

Navigating the Maze of Polycrisis in Executive Decision-Making
Image Credit: Depositphotos

In today’s interlinked global environment, senior executives face not just isolated crises but a tangle of them known as polycrisis. This term refers to an entanglement of several crises that are deeply interconnected, affecting multiple spheres simultaneously and often exacerbating one another.

What does this mean for you?

For Jane, it meant not only her role, but her well-being. Jane was a senior executive at a multi-national corporation who faced significant challenges during an unprecedented polycrisis involving economic instability, public health issues, and internal team conflicts.

Initially, the compounded stressors led to decision fatigue, which blurred her focus on critical business drivers. Habitually, she found herself making decisions reactively, without all the necessary facts, just to keep pace with the evolving situations.

As the crises continued, Jane noticed a concerning trend: her ability to concentrate and engage in strategic thinking was diminishing. She described this as a “foggy brain,” a state where even simple decisions became daunting tasks. This cognitive clouding was not just a temporary lapse but a persistent condition that began to affect her leadership efficacy and personal well-being.

This showed in many ways – her decisions were sloppy and had a negative impact on the company, her team was nervous and wondered if she was ill, her credibility was slipping with her colleagues, and her CEO finally told her to go home for a week and figure out what was wrong.

When she called me, she had been home for three days and was ready to quit.

It was clear that she needed cognitive resilience strategies.

Through tailored mindfulness practices, prioritization exercises, and cognitive restructuring sessions, she gradually reclaimed her mental clarity. Over several months, Jane learned to manage her cognitive load more effectively, allowing her to make confident, strategic decisions once again, despite the ongoing uncertainties of the polycrisis environment.

Why didn’t I just direct Jane to rebalance her workload and delegate more?

On the surface, this issue seems to be the sheer volume of crises demanding attention. Executives often describe a sense of being perpetually behind, struggling to keep up with the cascade of decisions that each crisis requires. This often results in a reactive stance, moving from one urgent issue to another, which can feel like an endless game of whack-a-mole.

But it’s more dangerous than that.

Beneath the surface, the true challenge is the neurological toll that sustained stress takes on the brain’s executive functions. Persistent high stress disrupts our neural pathways, leading to a reduced capacity for the kind of complex, strategic thinking that senior executives need. It biases the brain toward immediate, fight-flight-freeze-fawn responses rather than thoughtful, long-term planning.

Over time, this chronic trauma response will affect more than your decision-making and stamina – this dynamic will wreak havoc with your physical and mental health.

This means that long weekends and delegating more simply won’t work.

So, what can you do to retain a strong capacity for complex, strategic thinking?

I worked with Jane to reframe her approach to decision-making. Here are some ways you can do the same:

  • Embrace Systems Thinking
    View the polycrisis through a holistic lens, recognizing the interdependencies and potential cascading effects of decisions.
  • Cultivate Cognitive Resilience
    Counteract stress and maintain cognitive function by incorporating resilience-building practices into your routine.
  • Promote Psychological Safety
    Encourage an organizational culture where team members feel safe to express concerns and ideas, fostering a collaborative approach to problem-solving.
  • Prioritize and Pivot
    Learn to dynamically evaluate and adjust priorities as situations evolve.

I also gave Jane some practical tools to strengthen her cognitive capacity.

Again, here are some tips and tools for you to consider:

  • Mind Mapping and Visualization Tools
    Employ digital mind-mapping software to chart out the complexities and connections between various crises. Tools like MindMeister or Coggle can help in visualizing these relationships.
  • Scenario Analysis
    Conduct robust scenario analysis using strategic planning tools. Software like Scapple or simple SWOT analysis templates can assist in preparing for various future states.
  • Mindfulness Apps
    Leverage mindfulness and meditation apps designed for busy professionals, such as Headspace or Calm, to build mental resilience and enhance focus.
  • Team Collaboration Platforms
    Utilize team collaboration platforms like Asana or Trello to delegate effectively, ensuring tasks are managed without micromanagement.
  • Regular Team Huddles
    Establish a rhythm of short, focused team meetings to stay aligned. Use these check-ins not only to track progress but to collectively recalibrate as new information emerges.
  • Continuous Learning
    Invest in executive education programs focused on leading in complexity and ensure access to similar learning resources for your team to build a knowledgeable, agile organization.

Jane and I worked together for a year and, during that time, her decision-making regained its sharpness. She recouped a tremendous amount of mental and physical energy, reignited her passion for her work, and was able to coach and train her team to do the same. Over time, she regained credibility and influence, and eventually succeeded the CEO.

By redefining the approach to decision-making within a polycrisis context, executives can regain control of their cognitive capacities, lead with clarity, and guide their organizations through the stormy seas of concurrent crises. These strategies and tools are not just lifelines but also instruments for crafting a more resilient and responsive leadership framework.


© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Has Your Leadership Expired?

June 13, 2018 By Patti Cotton Leave a Comment

Has Your Leadership Expired?
Image Credit: Shutterstock

There is much buzz about “the organization of the future” as the top business focus around the globe. Indeed, in a world-wide survey conducted by Deloitte Touche Tohmatsu Ltd, the focus takes first place among 11 other key issues facing executives today as they ask themselves how to keep their respective companies sustainable into the next generation and beyond.

This makes sense. What leader doesn’t want his or her company to move into the future successfully? Those leading realize that, as technology and shifting customer demands transform the business landscape, they will need to restructure the organization, including many processes, roles and responsibilities, and other moving parts in order to deliver services and products.

But leadership needs to change, too.

In order to lead the organization of the future, to support required new approaches, ways of thinking, doing, workforce shifts, and so much more, leaders will need to up their game.

Is your leadership up to it?

Or is it out of date?

Top tenets of the organization of the future include operating at a faster pace, adapting more quickly to market demands, acquiring new knowledge more rapidly, and embracing dynamic career demands.

What will the leaders of today need to do in order to prepare for this?

The answer lies beyond a traditional emphasis on horizontal development, which concentrates on acquiring additional information, skills and competencies.

Instead, leaders will also need to add a focus on their vertical development – developing more complex and sophisticated ways of thinking.

This only makes sense: a more complex world mean that the organization needs to respond in kind.

To do this, we need a more sophisticated way of seeing and making sense of things so that we can lead effectively.

Here are some highlights of vertical development. Do you reflect these in your leadership?

  • Strategic Thinking 2.0

Your strategic thinking sees many patterns and connections. Gone is the black and white thinking of the past. It’s time to become comfortable with uncertainty as the norm instead of having a high need for certainty.

  • Leading Change

Success is no longer defined as achievement of individuals and teams, but a realization of a shared vision. Change is embraced as a culture and is a collaborative, ongoing process.

  • Leading Across Boundaries

Are you focused on the success of your own area of responsibility? This will be termed “siloed thinking,” and replaced by working in partnership with other functions. Brain-trusting will become a regular way of thinking and doing.

How do you develop these traits and practices in yourself, your team, and your employee base?

Nick Petrie, author of “Vertical Leaders,” www.CCL.org, outlines a 3-pronged approach that can support your growth initiative:

  1. Intense stretch experiences

Provide periodic “bursts” of learning stimulation by providing a challenging work initiative or project that stretches current thinking and skills.

  1. New ways of thinking

Hold periodic meetings with an outside facilitator with the intent of challenging beliefs and behaviors to develop higher thinking. During these meetings, choose two to three difficult business issues to surface beliefs, biases, and mental models so that you can collectively challenge these and shift thinking.

  1. Strong developmental networks

Use peer coaching to see through the eyes of different stakeholders and learn how to work on real-life issues incorporating multiple considerations.

As you review the suggestions above, you no doubt recognize that these kinds of shifts require dedication and time. However, without this commitment, your enterprise will probably become a casualty of the coming changes. Making the effort to meet the future now is an investment that will surely pay off today, as well as tomorrow.


HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

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