Find Out How Perseverance Paid Off
Clear Defeats Fear:
A Personal Case Study, Part 2
In my last newsletter, I shared how getting clear defeated my fear of following my passion and asking for what I wanted at work, which is to coach new leaders. Armed with my dream job description, outline of job duties, research, and most importantly, an openness to outcomes, I met with the Senior Vice President of Strategic Talent Development.
He listened, asked good questions, and he recognized how coaching could fit into a new corporate focus on employee growth and development. He encouraged me to speak with his deputy about possibilities. Over the course of a few months, we had several conversations, and it became clear they were not ready to implement an internal coaching program. While the interest was there, the timing was not aligned. Strategic Talent Development had other priorities that would push out internal coaching for 2-3 years.
Undeterred, I started thinking about other ways to achieve my goal. I decided to pursue the possibility of coaching new leaders in my business unit, which comprises half of the company. Since we were not ready to push the “Go” button organization-wide, why not try within the largest business unit? I have worked in HR with this business unit for over three years. I am keenly aware of the business needs, strategy, pain points and deficiencies, and I understand how coaching new leaders could positively impact the unit.
Before I could meet with the Executive VP of the business unit, a friend recommended I launch a pilot program to gather data, buy-in, and demonstrate results that would strengthen my case. Sheer brilliance. I decided to target one of the four units where there was already a strong coaching culture at the executive level. This unit uses executive coaches for VPs and other senior leaders, however coaching had not been offered to new leaders.
I spoke with my manager and our senior HR leader, and not only did I have their full support, we brainstormed how coaching new leaders could make a difference within and beyond the business unit. My HR counterpart was equally supportive and knew her Senior VP, a huge proponent of coaching, would be on board.
I received approval to do a 6-month pilot coaching twelve new leaders. We just got started, and already the response has been incredible. I am so energized, encouraged, and excited about this program and how it can help my organization’s new leaders prepare for their roles. I’ll provide updates as we move through this process.
