Leaders, part of the HBR Podcast Network. I’m a longtime executive coach who works with highly successful leaders who’ve hit a bump in the road. My job is to help them get over that bump by clarifying their goals and figuring out a way to reach them so that hopefully they can lead with a little more ease. I typically work with clients over the course of several months, but on this show we have a one-time coaching meeting focusing on a specific leadership challenge they’re facing.
MURIEL WILKINS: Now Rachel wants to make sure she’s positioning herself in the right way to continue to show her value and to adapt with the organization. While she managed to climb the ladder previously, she wants to make sure she’s being strategic going forward. Let’s start the coaching conversation as I ask how the role is going a few years in and where she thinks her pain points might lie.
MURIEL WILKINS: So going back to sort of the baseball analogy, it’s like, Hey, I don’t know if there’s going to be a spot that opens up on the regional team, but I want to be ready so that if a spot opens up, they can look at me and select me. Yes, understood. I think. And so, why do you want to play at the regional level?
MURIEL WILKINS: Whatever this is. Exactly. Yes. Whatever this is. And I am just going to be honest with you. I don’t know what this is, because I’m not in your company and part of being proactive is defining what this is and then testing it out. So, let me ask you a quick question. I know you are feeling like you are speaking a different language.
RACHEL: I would say very low. I have very low conviction. There’s a lot of information. There’s also a lot of voices in the room because part of my role as I’m working very cross-functionally, the way our company is structured is very matrixed. And I feel like because I don’t have conviction in my own perspective, I’m also very easily influenced by the people I’m working with.
Now, what difference would it have made if that other person had been a peer or somebody more junior than you, than if it had been a senior executive? MURIEL WILKINS: So, if you were… Let’s just go down both those paths because I kind of want to unravel this a little bit. If you were wasting their time, what do you think would happen? How would you know?
MURIEL WILKINS: Understood. So, there is a part around being careful of holding back so much from engaging with these folks that you then are not seeking to understand what they care about. Because on the one hand, you’re like, “I don’t want to say anything because I don’t really know what they care about.
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