executive coaching

Executive Coaches are qualified professionals who work with individuals- primarily executives but also high-performing employees- to help them improve in many ways.  They often work with these leaders on goal setting, goal achievement, communication, and act as a sounding board for ideas. 

Normally, this can cost quite a pretty penny- up to $3,000 an hour. However, Ambition In Motion has created a new program facilitating executive coaches and mentorship which only costs $150 a month. But how does this happen? What makes AIM Insights so different?

Executive coaches often have extremely high business acumen. Whatever some of your goals may be, they can help you accomplish them. An impartial third party can often help judge your ideas as well. Because they will keep your information confidential as well, they can really create a relationship built upon helping you and improving your business and ease your fears about corporate espionage or similar topics. 

Another benefit of having an executive coach is that they often have extensive experience to draw upon. Every coach has led a team, founded a business, sold a business, or done something in their respective industry to warrant being hired solely for an advisory position.  

               Executive coaches can also point out weaknesses far easier than someone connected to your company. It is always easier to find an error if you are objective towards what you are auditing, which does hold true for executive coaches. 

               Think of an executive coach similar to how you would think of an athletic coach. No one would argue that Lionel Messi is one of the greatest players to have ever played soccer, or that Tom Brady is one of the greatest football players ever. However, despite both their respective skills, both of them have made use of coaches and improved their already formidable skills. The same concept holds true for you as a manager. Regardless of performance, everyone should have a mentor and educator in their back pocket. 

               The key question here is how a cost is determined for Executive Coaches. After all, with a steep cost, you’d be curious. Typically, these coaches spend hours upon hours in what is known as the discovery process. This involves reading over 1:1s, checking exit interviews, reading performance reviews, looking at goals and successes, and so much more. Naturally, with hourly pay, this will add up, hence the high costs. 

               However, with AIM Insights, the platform automates this entire discovery process for the executive coaches, condensing it into easy-to-read graphics and briefs. This saves them quite a few hours and allows them to not only be able to work with their clients faster, but also to reduce their costs. 

               In addition to this, executive coaches tend to be great at their craft, executive coaching, but if assessing the total amount of time they are working, for example, the time it takes to develop business (online or in-person), there is a lot of total time spent in the process of serving a client. Ambition In Motion can once again automate this process. By creating a marketplace where coaches and managers can come together, coaches can spend their time coaching and developing business by showcasing their abilities as a coach. 

               One of the most important things that can be written about AIM Insights is that it can be completely tailored to your specific scenario. Picture the following: Your water heater burst overnight, and you and your family wake up to six inches of water in your living room. Who would you call to fix this?

               In this case, you are probably most likely to call a plumber. And why might you call a plumber as opposed to a general contractor or a handyman? The answer is obvious- the plumber specializes in this type of scenario.

               Executive coaching works in the exact same way. One executive coach cannot be good at all aspects of leadership. With AIM Insights’ pool of executive coaches, the tool can provide leaders with a coach who will be more experienced with their specific field and problems. 

               For example, AIM Insights has coaches that specialize in coaching sales leaders, others that specialize in coaching tech leaders, others that specialize in certain personality assessments like DISC, Strengthsfinder, Predictive Index, and Culture Index, and many other areas. The point is that multiple coaches can be assigned to a company based on their needs and drivers. Essentially, it is a marketplace where managers and executive coaches can come together.

               AIM Insights executive coaching can also be paired with a full people leader certification program, in contrast to others. Certifications are often much cheaper than postgraduate education, and can also provide unique benefits that are more tailored to your actual career.

               Executive Coaching can be nerve-wracking and can be expensive. But you don’t have to let it be either of the two. 

Coaching enhances performance. It can benefit anyone, not just athletes. Just like athletes, leaders are under pressure to perform every day. And just like with athletes, coaching is the best way to ensure that leaders can perform at a high level.

Workplace coaching is a burgeoning industry with a growing body of literature to support it. In this article, we break down workplace coaching, how it works, and how you can use it to help grow your organization.

 

Executive coaches work with business leaders to enable their rapid development. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework. 

Unlike training, coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and achieve personal and professional objectives.

The executive coach gives the executive feedback and a new perspective that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive's thought processes forward through their issues.

 

There are many uses of executive coaching but the most common reasons for engaging a coach include the following:

 

●       Onboarding or Transitioning: when a board member or senior manager is promoted, coaching can quickly help them prepare for their new role. It's also a very useful method for helping someone who is transitioning from one area of responsibility to another at the same level.

●       High Potential: individuals who are identified as having real talent, can often be coached to accelerate their personal development within an organization.

●       Organizational Change: coaching can support transformative business programs to ensure that leadership can keep pace with change.

●       Neutral Party Support: sometimes the executive will need to run ideas over a sounding board to be better able to articulate them in their own business.

●       Personal Effectiveness Programs: if the executive themselves plays a coaching role, for example in their management position or during 360-degree review processes, coaching can help them develop their own approach.

 

Coaching enables leaders to deal with the unknown.

The workplace is a dynamic environment, characterized by turnover and volatile market forces. The beauty of coaching is that leaders do not need to know everything in order to be effective; instead, they need to know how to empower those around them.

Executive coaching gives businesses a way of developing their senior staff in a cost-effective and timely manner. 

Coaching sessions enable the staff member to concentrate on the issues that are most critical to their performance, without the fluff of lengthy training courses. They allow the director or manager to remain at their post whilst developing and thus don't take away from their contribution to the business.

It can be said that executive coaching is one of the most important methods for improving the skills of your leaders and directors. 

It should be easy to demonstrate a clear return on investment for this kind of coaching. And anything that has a positive impact on the bottom line is something that your business should be considering.

 

If you are interested in bringing a coach on board, there are several ways to identify the coaching needs of your workplace.

First, you can bring in a consultant with expertise in gathering information in organizations through surveys, assessments, and interviews.

There is no better way to identify needs than by talking to the people involved in your organization. 

In this case, you can select a sampling of your staff to interview, asking them about the skills and resources that they feel they need to do their job effectively.

If you feel that employees are not giving honest feedback or you are stuck, it may be time to bring in a consultant.

 

            AIM Insights has hundreds of executive coaches that specialize in specific areas of expertise: sales, technology, operations, etc. 

            Fill out our executive coaching form and the AIM Insights team will pair you with the right executive coach for you. You also have the option to be put on a rotation over a period of time with multiple executive coaches that specialize in different areas of business. 

Regardless, these pairings are made based on metrics and feedback tested by AIM Insights. When you begin, you will be asked to take assessments that will generate the most effective executive coaches for you. 

This can even be done through the AIM Insights People Leader Certification program, where you will be paired with an experienced coach, personalized to your field of management, working with you through gaining a management certification to excel in your career. 

What difference does AIM Insights bring to executive coaching? 

Lots of benefits at a fraction of the cost. 

There are two reasons why AIM Insights is cost-effective: 

 

1.     The insights from the initial assessments done on the executive client allow the executive coach to have enough feedback and guidance to give to the manager immediately 

2.     This is more effective than the executive coach going out and marketing themselves on LinkedIn, commenting on posts with no guarantee that they will be given a job. By creating a marketplace for managers and executive coaches to come together, coaches can spend more time coaching.

            

AIM Insights has hundreds of executive coaches, ready to guide you at a customized level. If you want to see efficient, long-lasting improvements within your organization, and you believe that executive training can benefit you, set up a meeting to speak with the AIM Insights team and find out how you can get started with a customized executive coaching program. 

 

As Bill Gates said:

 

Welcoming new hires into your organization is an exciting process. An employee's onboarding can have a huge influence on their enthusiasm, motivation and performance. 
             As your new hires learn the fundamentals of their new jobs, you have the unique opportunity to make a meaningful first impression. 

 

An employee's first impression of a new workplace can set the tone for their entire experience with a company. 

An engaging and exciting onboarding process can improve job performance in the long term by setting employees up for success from the moment they begin their training. In response, these employees see higher satisfaction in their jobs, increasing employee retention over time.

When a company makes the effort to create a captivating onboarding process, new employees are encouraged to engage immediately with their new surroundings, generating excitement about their role. 

An excited employee is likely to speak highly of the company they work for, improving a company's brand by word of mouth and contributing to the reputation that the organization is a great place to work.

 

During the new manager’s first week, they could be asked to think about and create a document outlining their 30-60-90 day plan. Here, they’d write down their main goals and their goals for their team, plus how they plan to achieve said objectives. 

Employees would include timelines for each set of goals and a description of what success would look like for them. 

As an employer, there are many benefits to asking your new hires to develop a 30-60-90-day plan, according to Indeed.com.

 

-        Helps clarify their role. You can use the document to make sure new employees understand what they need to deliver.

-        Provides valuable insights. Discussions about the plan give you insight into your new employee, and you can also ask them to give you insight into your business.

-        Helps build relationships. Regular discussions with new hires can help you build a stronger team.

-        Aids in development plans. This document lets you see your new employee’s strengths and weaknesses so you can create their employee development plan.

-        Helps with time management. Starting a new role can be overwhelming, but a 30-60-90 plan gives a new employee focus and shows them where they should be spending their time.

 

With this, it’s important to keep in mind that it can be difficult for a new member of the leadership team to establish a set of goals when they aren’t 100 percent familiar with the company’s objectives or overall targets. 

It’s up to the HR team and the leader’s managers to provide any appropriate documentation and data that will help inform their goal-setting initiatives. 

This could include organizational charts, strategy and project documentation, and general company culture presentations.

 

After 30 days, the new manager may be ready to start diving deeper into their role. They may have set goals surrounding budgeting issues or cost-savings for their department or started seeking out ways to conserve other resources.

This is when they’re able to receive information and data that’s a bit more detailed, such as financial reports and forecasting analysis documents. 

As providing them with countless pages of context-less reports or stacks of old results can do more harm than good, it’s important to let them know what documents are most valuable to them and their role so they can prioritize their time most effectively.

 

Once they’ve been on the job for two months, the organization’s new manager will be expanding their company and product knowledge through multiple information streams. 

While their first month might have been more focused on high-level and general information and documentation, the second month gives them a chance to dig deeper into the areas of the business that are relevant to their own goals.

For example, if the new manager is a Director of Sales, they may want to meet with the Public Relations Team to discuss PR events that have positively (and negatively) impacted revenue.

With this in mind, it’s important that HR teams encourage members of different departments to create documents or info packets that can help new employees understand their team’s position and contributions to the business.

While it could be overwhelming for a new leader to try and get detailed information about each department across the organization right away, by having these dedicated resources created for onboarding, the new leaders are able to learn about other teams as they relate to their own goals and objectives.

 

90 days 

After three months, a new leader is usually ready to focus more heavily on their team’s development. While the new manager might have felt that they didn’t have the time or attention to properly foster their team’s growth during their first week or month, they’re usually more than ready by the third month.

They’ve completed the basic learnings required for their integration and are finally ready to turn their attention outward. This is when they can focus on their management-specific goals, such as aiming to lead a high-performing team.

Around the 90-day mark, the organization’s HR team could provide any documentation that relates to managing and supporting a team of employees. This might be formal leadership training documents, a company handbook on building and managing effective teams, or any other resource that concentrates on fostering talent within the organization.

Adopting new technology and tools can streamline the onboarding process for all new leaders. These tools can help accelerate learning, maintain momentum, and make leader onboarding more effective than ever.

As mentioned above, it’s important to start the onboarding process before the new leader’s first day on the job. While setting them up with any necessary hardware and legal documents before day one is essential, understanding their team’s priorities before they’ve officially started gives them a massive head start. A tool like AIM Insights is made for exactly this purpose.

With AIM Insights, a team can participate in executive training prior to their new leader’s onboarding. This allows the newly hired leader to interact with the team in both group and 1:1 settings to understand each individual team member’s thoughts, pain points, and priorities. 

With AIM Insights training and executive coaching, the new leader is immediately privy to the issues most important to the team as a whole. These time-saving insights are incredibly valuable, allowing the new leader to get up to speed as quickly and smoothly as possible.

Once the leader has started, regular and ongoing AIM Insights coaching exchanges over their first few months help keep them on track and alert to any changes that might have occurred. 

They can gather honest, collective feedback and pulse-checks from their team, while benefiting from anti-bias software, which allows them to understand challenges and opportunities swiftly, plus build trust and connections.

Effective onboarding for leaders has long been a pain point for many organizations. With so much at stake, many businesses miss the mark when it comes to setting new managers up for success. 

With the tips and guidance above, organizations can help new leaders become valuable and impactful members of the business as quickly and effectively as possible.

And if you are a new manager interested in connecting with other people leaders to gain objectivity and improve your performance, you can check out the executive mastermind group.

It can be lonely at the top. Managers must make decisions, and there aren’t too many people they can turn to for advice. Some managers want to be the “cool boss” that is comfortable with anything (think Michael Scott hosting a meeting in the conference room). Other managers believe that there can’t be any cordiality between them and their direct reports.

 This article will explain how managers can determine what is appropriate and what is not regarding relationships with direct reports. It explains why boundaries are necessary, and how to maintain social distance from your direct reports while creating a positive work environment with open communication and feedback, which many teams struggle with.

How can you find the perfect balance in the friend-manager relationship? Should you even try?

 

Research shows that friendships at work lead to enhanced emotional well-being. It’s important to have relationships with people who you can trust. 

Sharing life events decreases anxiety, improves productivity, and satisfies our need for human connection.

Of course, this is the case for peer-to-peer friendships, not employee-manager relationships. The latter requires a much more delicate balancing act by both parties.

 

A peer-to-peer relationship is an equal one; at least it should be. In an ideal world, there are no power plays to be had, and the two parties can be relatively open with one another at a personal level. 

A manager, however, must maintain boundaries with direct reports because they have significant influence over the direct report's professional and financial status. And that's a game-changer.

It is really difficult to be in the same fantasy football league with a direct report that then has to be disciplined or potentially fired…talk about awkward if you are matched up against each other in the playoffs!

The manager’s role in the relationship is to promote teamwork and guide individuals in their careers. A manager-direct relationship that is too friendly can compromise this role and make effective management impossible. There would be an imbalance in the way that one employee is treated over another. 

Kim Scott, the author of Radical Candor and leadership expert, delves into the “problem” of joining a workplace and being told to be “professional,” as if every other aspect of you and your character stays at home, and you’re supposed to be strictly professional at work. 

            But that feels more robotic than realistic to the way people interact with each other. Professionalism training has been pounded into everyone’s heads since their first job. 

How can managers deal with the situation of being friendly with their employees, and also maintaining structured policies and professionalism in the workplace?

Scott relays the idea of “radical candor” as a guide to moving specific conversations between employees and managers to a better place. 

 

Radical Candor is a philosophy of management based on the concept of “caring personally” while “challenging directly.”

●       Practices to get, give and encourage guidance and feedback at work (praise and criticism) 

●       Strategies for building a cohesive team 

●       Tools to help you and your team get stuff done with less drama 

●       It’s not a license to act like a jerk 

●       It’s not an invitation to get creepily personal

●       It’s not just for managers, we all want to succeed 

 

Radical Candor is practiced at companies all around the world, including Amazon, The New York Times, Forbes, Qualtrics, The Wall Street Journal, and many more. 

 

Understanding what is not Radical Candor can help you better understand what is. These are the behaviors that everyone falls into at one time or another: 

 

●       Obnoxious Aggression: Obnoxious Aggression, also called brutal honesty or front stabbing, is what happens when you challenge someone directly, but don’t show you care about them personally. It’s praise that doesn’t feel sincere or criticism and feedback that isn’t delivered kindly.

●       Ruinous Empathy: Ruinous Empathy is what happens when you want to spare someone’s short-term feelings, so you don’t tell them something they need to know. You Care Personally, but fail to Challenge Directly. It’s praise that isn’t specific enough to help the person understand what was good or criticism that is sugar-coated and unclear. Or simply silence. Ruinous Empathy may feel nice or safe, but is ultimately unhelpful and even damaging. This is a feedback fail.

●       Manipulative Insincerity: Manipulative Insincerity (backstabbing, political or passive-aggressive behavior) is what happens when you neither Care Personally nor Challenge Directly. It’s praise that is insincere, flattery to a person’s face, and harsh criticism behind their back. Often it’s a self-protective reaction to Obnoxious Aggression. This is the worst kind of feedback failure.

 

            These are the behaviors that people can accidentally fall into in the workplace. These categories make up “radical candor.” The goal of this is to share your humble opinions directly, rather than talking badly about people behind their backs. 

            In a nutshell, radical candor is the ability to challenge others directly and show that you care about them personally at the same time. If done correctly, it will help you and all the people you surround yourself with do the best work of your/their lives and build trusted relationships throughout your career.

            However, as a manager, it can be difficult to manage these workplace relationships; constantly tweaking your approach to find the sweet spot between friendship and professionalism with your team. 

            As you’re working through this, remember that it’s important to have an outlet for yourself.

 

It can be lonely at the top where there must be boundaries set for working relationships. So, it's wise for managers to find their own support networks within the company culture and outside. 

A mentor can be someone within or outside your organization who has the experience and can provide you with advice. A professional career coach can also give you impartial advice and an objective opinion.

One highly-rated professional mentorship program is the Ambition In Motion Executive Mastermind Group. The key part of this program is that your mentor acts as a source of guidance and coaching, customized to your individual needs.

 

Executive coaches work with business leaders to enable their rapid development in the workplace. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework. 

This coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and achieve personal and professional objectives.

The executive coach gives the executive feedback and a new perspective that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive's thought processes forward through their issues.

 

            As a manager or executive, having a support system such as an executive mentor is crucial. Following the radical candor framework will guide your conversations within the workplace. But be aware of your own need for support and friendship in the work environment and make a conscious effort to seek them out in the appropriate places. 

With changes occurring in the economy, many companies are laying people off, many times in waves. This can impact the morale of those that are left.

 

When employees are spared, they feel relieved for a little bit before they start thinking and worrying about the next wave: “Will I be next? I better start looking for a job elsewhere; What am I going to do?”

 

Thoughts like these are the symptoms of a syndrome, the survivor syndrome. The effects of this syndrome will cause a sharp decrease in employee engagement and productivity. Recent research through Velas Coaching has shown that after layoffs, employees often report reduced commitment and performance.

 

While some may feel lucky to still be employed, others may experience mixed feelings. They may be relieved to still have a job but simultaneously guilt-ridden about the suffering of former colleagues who were let go. 

 

This type of “survivor guilt” is normally associated with the emotions people experience after facing a traumatic event or accident that looks at the lives of others, but it can also happen after corporate layoffs. 

 

It’s not uncommon for the employees left standing to wonder, “Why did I make it, but they didn’t? or “How am I going to face my friends who were released knowing that they’re in a bad financial situation while I’m still employed?” Survivor guilt may be made worse by a perception that the company failed to recognize or reward trusted colleagues and friends and instead eliminated them.

 

Studies by the Harvard Business Review show that nearly three-quarters (74%) of employees retained after a layoff saw their productivity decline after it, while 69% said that the quality of their company’s product or service deteriorated. When these respondents were asked why they felt that way, they expressed feelings of guilt, anxiety, and anger. 

 

The good news is that workers who felt that their managers were visible, approachable, and open were more than 70% less likely to report a productivity drop, and 65% less likely to report a decline in the quality of their organization’s offerings. These numbers show that leaders can make a big difference in helping retained employees deal with their survivor guilt.

 

As a leader you probably are asking yourself: “what can I do to help my team go through that dreadful layoff cycle?” Here are three suggestions:

 

 

You may have heard the story of Bob Chapman, the former CEO of Barry-Wehmiller, a family owned company. In 2008 at the bottom of the recession, the company was hit very hard, and they lost 30% of their orders very fast. The board decided that they needed to save money and pushed for layoffs. Bob refused, so he came up with an idea, a furloughs program. Everyone was going to take an unpaid vacation so everybody will suffer a little as opposed to a few who suffer a lot. Guess what happened to the morale of the employees? It went through the roof. If you have the chance, protect your team at all costs and make sure they know you are doing it.  

 

 

As employees process the layoff cycle, they start to believe that the company they work for does not care about them, that they are pawns, merely a piece that can be easily sacrificed for the company’s sake. But it doesn’t have to be this way. As a leader, your ability to communicate effectively and regularly with your employees is invaluable in the long term. Much of how employees perceive a layoff depends on how much information is shared, and where it is coming from; it should come from you.

 

●       Listen and acknowledge their fears

●       Ask how your employees are doing and respond with empathy

●       Make sure you validate or dispel the “rumors” out there, fast

●       Make sure you are available, open-door policy

●       Don’t hide the truth

 

 

When you perform a layoff, you’ve probably harbored feelings of regret for having to lose members of your team and feel anxious about the light in which survivors see you. Now you are managing a team of survivors, the lucky ones who didn’t get laid off. Therefore, you need to set a positive tone but also be realistic. Good fortune doesn’t make good performance. 

 

Kick your leadership skills into high gear and focus on transitioning your surviving employees toward a new brighter future. Make employee engagement your number one priority, creating a safe space for your employees to succeed.

 

Organizations that invest time, money, and attention helping the remaining employees stay engaged are much more likely to succeed after a layoff than see diminished productivity. How your remaining employees perceive you are handling the process will set the tone for renewed trust in the relationship. If you handle it with integrity and empathy, you will minimize and perhaps eliminate adverse impacts of the survivor syndrome on your team.

Being a busy person is a challenge in many aspects, especially finding time to develop leadership skills. Such skills are essential to making it to the top of the professional ladder. Whether you’re a business executive, entrepreneur, college student, or stay-at-home parent, having great leadership skills can open up new opportunities. 

First, it is important to identify a key leadership area you want to develop. You’re already limited on time, so don’t try to tackle too much at once. Review any data or feedback that you have, such as performance reviews or results of a recent 360 survey. Identify no more than two competencies or skills you want to improve.

Second, set yourself a time limit. It’s common for leaders to make critical mistakes by trying to do too much, too fast. You will get excited, watch an hour’s worth of content in one day, get overwhelmed by too many ideas and tips, and either lose your motivation or try to implement and get discouraged by the lack of results. Instead, remember this is a long-term game. Small actions you do every day will be much more effective in the long term, than short bursts of activity. And in every busy leaders’ life, getting help to enhance and encourage leadership development is easy with Ambition in Motion’s executive mastermind groups. 

Mentorship programs are a great way to continuously invest in leadership development throughout the organization. The program does not have to be complicated, with some basic content it can provide both people in a horizontal mentorship exposure to valuable development content.

One highly-rated professional mentorship program is the AIM Insights Executive Mentorship program. The key part of this program is that your mentor acts as a source of guidance and coaching, customized to your individual needs.

Luckily, this mastermind mentorship program has short videos, meaning that you only need to invest three to five minutes a day. Find a course that matches a developmental area you have identified. Commit to watching one or two short videos a day. And the customized coaches that you’re paired with guide you to make physical and mental notes of key takeaways and ideas for how to implement into your day.

Executive coaches work with business leaders to enable their rapid development in the workplace. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework. 

This coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and to achieve personal and professional objectives.

The executive coach gives the executive feedback and a new perspective that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive's thought processes forward through their issues.

Leadership development should be recognized as an ongoing part of professional life. And while dipping in and focusing on it when time allows is great, as we all know, time doesn’t always allow. That doesn’t mean that you can’t develop your skills. All it takes to become a better leader is dedication and a small investment of time.

If this still feels overwhelming, remember this: We mistakenly think that leadership development only occurs in the workplace. However, research suggests that most effective leaders learn all the time and everywhere. 

As a manager or executive, having a support system such as an executive mentor is crucial. But be aware of your own need for support and friendship in the work environment and make a conscious effort to seek them out in the appropriate places. 

In today's highly competitive business environment, exceptional leadership skills alone may not guarantee promotions. Many great leaders often wonder why their efforts and capabilities go unnoticed when it comes to advancing their careers. 

Many outstanding leaders find themselves facing a common hurdle: effectively communicating their leadership capabilities to key decision-makers. 

Leaders often encounter struggles when it comes to effectively communicating their leadership abilities. These challenges can hinder their ability to showcase their skills, connect with their teams, and gain recognition for their accomplishments. 

However, by addressing this challenge head-on and employing strategies to enhance their communication skills, leaders can distinguish themselves from the crowd and increase their chances of promotion.

The key lies in their ability to effectively communicate their leadership prowess and demonstrate their impact. This is where AIM Insights, a cutting-edge performance management tool, comes into play.

While possessing remarkable leadership skills, extensive experience, and a track record of success, great leaders may struggle to convey their true potential to key decision-makers. This communication gap can impede their promotion prospects, leaving them feeling undervalued and overlooked. 

AIM Insights provides actionable insights and metrics to leaders and organizations to help them improve performance, enhance communication, and drive results. AIM Insights is a robust performance management tool designed to address the challenges associated with effective communication of leadership capabilities. 

By harnessing the capabilities of AIM Insights, leaders can differentiate themselves and significantly improve their chances of promotion.

 

Here are 5 reasons why AIM Insights is the tool to help you best communicate your leadership capabilities:

AIM Insights provides leaders with a comprehensive array of performance metrics, enabling them to track their achievements and demonstrate their impact. These metrics encompass key performance indicators (KPIs), employee engagement levels, project success rates, and financial performance, among others. By utilizing AIM Insights, leaders can quantify their contributions and showcase their ability to drive tangible results.
2. Objective Self-Assessment:

AIM Insights facilitates objective self-assessment by allowing leaders to evaluate their strengths and weaknesses with precision. This valuable feature empowers leaders to understand their leadership capabilities better, identify areas for improvement, and capitalize on their strengths. Armed with this knowledge, leaders can refine their communication strategies to effectively highlight their competencies and achievements.
3. Goal Alignment and Progress Tracking:

AIM Insights facilitates alignment with organizational goals and tracks progress towards them. By clearly demonstrating how their leadership initiatives directly contribute to overarching objectives, leaders can position themselves as valuable assets to the organization. This alignment showcases their strategic acumen and reinforces their commitment to the company's mission, setting them apart as leaders who comprehend the bigger picture.
4. Real-Time Feedback and Coaching:

AIM Insights incorporates real-time feedback mechanisms, enabling leaders to receive timely insights on their performance. This feature facilitates continuous improvement by highlighting areas that require attention or development. Through constructive feedback and targeted coaching, leaders can enhance their leadership communication skills, making them more effective at conveying their capabilities to decision-makers.
5. Dynamic Reporting and Visualization:

AIM Insights offers dynamic reporting and visualization tools that transform complex data into compelling narratives. Leaders can leverage these tools to create visually appealing reports and presentations, effectively conveying their accomplishments and impact. By presenting data-driven insights in an accessible and engaging manner, leaders can make a lasting impression and capture the attention of key stakeholders.

Leaders face the challenge of effectively communicating their leadership capabilities to secure promotions and recognition. By acknowledging and addressing these communication struggles head-on, leaders can distinguish themselves from the crowd. 

Employing techniques such as crafting compelling narratives, emphasizing results, fostering effective listening, embracing authenticity, and continuously honing communication skills will enhance leaders' ability to communicate their unique leadership capabilities. 

AIM Insights, a powerful performance management tool, empowers leaders to overcome these obstacles and distinguish themselves from the crowd. By utilizing AIM Insights' comprehensive performance metrics, objective self-assessment, goal alignment, real-time feedback, and dynamic reporting features, leaders can enhance their communication of leadership capabilities. 

Through the utilization of AIM Insights, leaders can position themselves as high-impact performers, increasing their chances of promotion and ensuring their exceptional leadership skills are recognized and rewarded accordingly.

Life is a constant juggling act, and for those who find themselves in the dual role of being a parent and a manager, the struggle is real. Both parenting and balancing leadership responsibilities demands unwavering attention so prioritizing one over the other can be difficult. 

Successfully navigating this delicate balancing act can significantly enhance an individual's skill set and bolster their resume.

The difficulties of balancing parenting and managerial responsibilities stem from the time constraints imposed by both roles. As a parent, one needs to dedicate ample time to nurturing and caring for their children, ensuring their well-being and development. Simultaneously, as a manager, there are deadlines to meet, teams to lead, and business objectives to achieve. The limited hours available in a day often leave individuals feeling torn between fulfilling their parental duties and excelling in their professional endeavors.

Despite these challenges, successfully managing the dual responsibilities of parenthood and leadership can yield significant personal and professional growth. Going through this process can enhance a person's skills and competencies in several ways. Effective time management, for instance, becomes a necessity when balancing the demands of parenting and managerial duties. The ability to prioritize tasks, delegate responsibilities, and utilize resources efficiently strengthens one's organizational and time management skills, which are highly valued in the professional sphere.

Moreover, building strong relationships with both team members and family members becomes crucial. These skills, such as active listening, conflict resolution, and empathy, are not only essential for fostering a positive work environment but also for maintaining harmonious family dynamics.

The process of balancing parenting and managerial responsibilities can cultivate resilience and adaptability. It requires individuals to be flexible, open to change, and adept at handling unexpected situations. These qualities are highly valued in the workplace, as they demonstrate an ability to navigate challenges, remain composed under pressure, and find creative solutions to complex problems.

Here are some strategies that can help you strike a harmonious balance between your personal and professional life, ensuring that you can thrive as a parent and leader simultaneously.

The key to successfully managing the challenges of parenthood and leadership lies in setting clear priorities. As a parent, your children are your topmost concern, and as a manager, your professional responsibilities demand attention. By identifying your core values and defining what matters most to you, you can allocate your time and energy accordingly. Determine the essential aspects of your parenting journey and the critical objectives in your managerial role, allowing you to focus on what truly matters.

2. Embrace Flexibility:

Flexibility is the cornerstone of managing parenthood and a managerial position simultaneously. Understand that there will be times when one area requires more attention than the other. Embrace the concept of work-life integration, allowing your personal and professional spheres to coexist harmoniously. By being flexible with your schedule and open to creative solutions, such as remote work or flexible hours, you can ensure that you are present for your family while fulfilling your managerial duties.

3. Delegate and Empower:

Being a successful manager entails building a strong team and delegating tasks effectively. Similarly, as a parent, you can involve your family members and teach your children the importance of responsibility. Delegate tasks both at work and at home, empowering others to take on certain responsibilities. This not only lightens your workload but also instills a sense of shared responsibility among your team members and family members. Empowerment leads to personal growth for all involved parties and enables you to balance your roles more effectively.

4. Utilize Technology and Productivity Tools:

In today's digital age, technology can be a powerful ally in managing the demands of parenthood and leadership. Leverage productivity tools, project management software, and communication platforms to streamline your work processes and collaborate efficiently with your team. Use online calendars and scheduling apps to stay organized and ensure that you are present for important family events. Technology can be a time-saving resource that helps you manage both realms without feeling overwhelmed.

5. Prioritize Self-Care:

Maintaining a healthy work-life balance is impossible without taking care of yourself. As a parent and a manager, it is essential to prioritize self-care to avoid burnout. Allocate time for activities that recharge and rejuvenate you, whether it's pursuing a hobby, engaging in exercise, getting a coach, or simply enjoying moments of solitude. By taking care of your well-being, you will be better equipped to handle the challenges of parenting and leadership with patience, resilience, and a clear mind.

6. Seek Support and Build Networks:

No one can do it all alone, and recognizing the importance of support networks is crucial. Reach out to fellow parents who are also in leadership positions and share your experiences, challenges, and successes. Build a network of like-minded individuals who can offer advice, understanding, and encouragement. Additionally, consider seeking external help, such as childcare services or a support system for working parents, to provide assistance when needed. You can also join an executive mastermind group to help you relate and work through challenges with likeminded peers.

Balancing the roles of a parent and a manager can be a daunting task. The time constraints, conflicting priorities, and emotional strain involved make it a challenge to strike a harmonious balance. However, successfully navigating this process can significantly contribute to personal growth, as it enhances skills such as time management, communication, resilience, and adaptability. 

The ability to effectively manage both roles showcases a strong sense of responsibility and commitment, which can be valuable assets in building a robust and impressive resume.

Regardless of the field you work in or your level of experience, it is highly likely that at some point in your career, you will be in situations where your manager or supervisor may not completely understand your role or responsibilities. As you continue to progress in your career, this will become more common. Navigating this can be confusing and frustrating but with the right strategies and mindset, you can maintain productivity, foster strong communication, and build successful working relationships.

A lack of familiarity can arise when individuals are promoted or assigned roles before they are fully prepared to handle them or when they are given responsibilities they don't fully comprehend. When your supervisor displays this unfamiliarity, it can lead to various issues that affect your work experience.

For instance, you might find yourself facing unrealistic expectations, being expected to complete tasks without the necessary resources or time. This can result in a decrease in productivity and suboptimal results. Moreover, the strain of working under such circumstances can negatively affect the relationship between you and your supervisor, potentially leading to communication breakdowns and workplace tension.

The first step in navigating this difficult situation is to reevaluate your own judgment and mindset. It's necessary to understand that your manager may not have experience supervising a role like yours or may not have experience in your skills. Additionally, being mindful of the challenges and stressors others may be facing in their lives is important, as these factors can impact their attitude and behavior. Keeping this in mind will allow you to approach the situation with a more open mindset and problem-solving approach.

 

To navigate this situation effectively, embracing a proactive approach is key. You should look at this situation as an opportunity for personal and professional growth. By utilizing the right strategies, you can bridge knowledge gaps and collaborate more effectively with your supervisor, leading to increased productivity and job satisfaction.

 

Starting by creating an open and strong communication channel between you and your supervisor can help foster a positive work environment and increase overall productivity. You can start by setting clear and realistic expectations from the beginning, giving regular updates on what you are working on, and requesting and offering constructive feedback and suggestions. Consider participating in a horizontal mentorship program, where all participants must be open-minded enough to learn from each other, regardless of their age or experience. A horizontal mentorship program encourages asking questions and sharing past mistakes, creating a two-way communication process that stimulates mutual growth.

 

 

Regular check-ins with your manager are an important aspect of navigating a work environment where your manager may not fully understand your role. These meetings provide a comfortable platform to discuss your progress, challenges, and any additional support or resources you may need to succeed in your role. By scheduling these meetings, you can ensure that your manager is aware of your progress and efforts. Moreover, it allows you to show your dedication and commitment to achieving success.

During these check-ins, it's necessary to communicate openly and honestly about any issues you may be facing. Instead of becoming frustrated with your manager's lack of understanding, view these meetings as a chance to bridge the knowledge gap. Clearly explain the nature of your tasks, the skills required, and the challenges you encounter. This can help your manager gain a deeper understanding of your role and the complexities involved, fostering a more supportive and productive relationship.

 

When faced with unclear instructions or expectations, adopt a proactive approach rather than dwelling on your supervisor's lack of familiarity with your role. Instead, view these instances as opportunities to seek the support and clarity you need to perform your tasks effectively. Don't hesitate to ask questions or request additional information when something is unclear. By seeking clarification, you not only demonstrate your commitment to understanding your responsibilities thoroughly but also show a proactive attitude toward problem-solving. This approach can lead to better outcomes for your projects and tasks, as you can work with confidence, knowing you have a clear understanding of what is expected from you.

 

It's important to approach your work with an open mindset and attitude of continuous learning. Express your eagerness to expand your knowledge and skills in your role. This willingness to learn demonstrates your adaptability and growth mindset, which are valuable attributes in any professional setting.

At the same time, share your expertise and insights whenever appropriate. By showing your knowledge and competence in certain areas, you establish credibility within the team and with your manager. This can help build trust and respect, even in situations where your manager may not fully grasp the intricacies of your role.

 

Working under a manager who may not fully understand your role can be challenging but remember that you don't have to navigate this situation alone. Seek support and guidance from colleagues who have faced similar circumstances or have expertise in your field. By utilizing the knowledge and experience of your team, you can build a strong support network that empowers you to thrive, even in complex situations. Remember that seeking guidance is not a sign of weakness but rather a proactive step towards continuous improvement and professional development. You can also choose to seek a mentor. Mentors can offer valuable advice and insights, helping you develop strategies to overcome challenges and enhance your performance.

 

In conclusion, navigating a work environment with a manager who lacks a comprehensive understanding of your role can be a demanding experience. However, by adopting the strategies outlined above and maintaining open communication, you can turn this challenge into an opportunity for growth and advancement. Focus on building a strong working relationship with your manager, clarifying expectations, and seeking the necessary support to excel in your role. Embrace the chance to learn and develop professionally, as this mindset will advance your career regardless of the challenges you encounter along the way.

 

Since 2021, our team at Ambition In Motion has been implementing our AIM Insights program within many companies to help their managers better understand the perception between themselves and their direct reports and provide coaching to help those managers have more effective 1:1 meetings between themselves and their teams.
One area of measurement we focus on is Work Orientation. Simply put, Work Orientation is how a person views work as part of their life. This quick 15-question assessment helps people understand their why for work. Some people view their work as a Job (motivated by work/life balance), while others as a Career (motivated by professional growth), and others as a Calling (motivated by professional and personal mission alignment). We repeatedly measure the work orientation of our participants, and this has revealed a few fascinating insights. 
One finding is that Work Orientation is fluid, meaning it can change overtime. When originally completing the Work Orientation Assessment, 64% of direct reports’ results showed that they were mostly Career Oriented, 20% of direct reports’ results showed that they were Calling Oriented, and 22% of direct reports’ results showed that they were Job Oriented. 
After assessing a sample set of 164 direct reports that completed monthly surveys for at least a year, we have discovered some interesting results. After one year working under a manager using AIM Insights, the results showed that Calling Orientation increased by about +5%, Career Orientation increased by +6%, and results that showed Job Orientation decreased by -12.5%. As people work with AIM Insights managers, we see that their motivation for work changes. 
We have also analyzed over 4,000 individuals’ Work Orientations - observing changes to peoples Work Orientation over the span of year that are not in our AIM Insights program. The results are that Work Orientation is changing for those individuals, but not nearly all in the same direction as direct reports in our AIM Insights program (i.e., increased focus on Career and Calling Orientations).
What does this mean?
The employees who are using AIM Insights and receiving feedback from their managers using AIM Insights are more likely to find their motivation as work to be from a career or calling orientation. This means that employees are more interested in promotions, more interested in the mission/vision/core values of the company, and are more likely to recommend the company to their friends and family for employment or for referring business. This helps them view their work as a career or calling instead of a job. They want to step up and do more than the bare minimum to get by. They are more eager to take on responsibilities and roles for the opportunity to learn. And they are more likely to put more into their work because they see the work contributing to something greater than themselves. 
What could be the cause of these results?
We believe these changes are caused by the training and support that managers receive when using AIM Insights. We know it takes more than luck to build a great team, and these managers are clearly building great teams. Here’s how it works:
AIM Insights has a few important components:
• Direct reports of a manager complete brief monthly surveys assessing how they feel about their performance and their manager’s performance, and then they set monthly SMART goals.
• Managers use the AIM Insights dashboard to review their monthly report and analyze their own perspective on the team’s performance and the individual performance. 
• An executive coach, assigned to each manager for monthly 1-hour 1:1 coaching sessions, helps each manager:
• Understand the perception gaps between themselves and their teams.
• Create an action plan with the manager on how they can approach each direct report to better understand their perspective and communicate their own.
• Oftentimes role play or practice how that 1:1 could go from a best, moderate, and worst-case scenario with the manager.
• Discuss other challenges that manager may be facing from an executive coaching perspective.
Across all the teams we assessed, the only meaningful change to the way the direct reports of a manager experienced their work was how their manager treated them after starting AIM Insights. Here are a few findings that we’ve identified by working with our executive coaches. 
• As opposed to avoiding conflict because managers are uncomfortable with difficult conversations, managers are now embracing those conversations leading to better resolutions.
• As opposed to fumbling through an attempt at having a hard conversation because the manager didn’t practice nor received feedback from anyone, managers are now coming prepared for their 1:1 meetings with their direct reports.
• As opposed to waiting to see if a subtle behavior that irritated the manager turns into a larger problem because the manager doesn’t know how to approach a direct report with constructive criticism, managers are now targeting these conversations head-on and coming into those meetings prepared.
• As opposed to having performance reviews rife with subjectivity and recency bias (e.g. the “what have you done for me lately” effect) managers are now coming into performance reviews prepared with full understanding as to what each employee has been working on over entire period being reviewed.
• As opposed to the dreaded “surprise performance review” where direct reports feel blindsided by their manager, managers are now being proactive and helping each direct report emphasize their strengths and work on their weaknesses. Immediately discussing feedback ensures that managers and direct reports are completely on the same page and nobody is surprised by any feedback given in the performance review because that feedback has been given consistently throughout the year.
• As opposed to managers setting goals for their employees and being a “tactical firefighter” (e.g., “I don’t need to explain why this is important, just do it!”), managers now have their direct reports set goals and give their direct reports feedback on why those goals are impactful or not impactful and why. This empowers employees to have a clearer vision as to how their work contributes to the greater picture of the company.
• As opposed to managers attempting to “read the tea leaves” and going to their local soothsayer to attempt to understand how their employees are feeling about them as a leader, they can directly look at the data and observe how their team feels about them and where there might be perception gaps.
Essentially, managers who use AIM Insights with their teams drive greater feelings of Career and Calling Orientation over the span of year compared to managers who don’t use AIM Insights. 

The success of an organization is heavily dependent on the collective performance of its teams. With these cross-functional collaboration dynamics, managers can encounter situations where the underperformance of teams outside of their direct oversight impacts their team's performance. Addressing and rectifying the underperformance of other teams may appear challenging due to the intricacies of organizational dynamics. Through embracing proactive strategies and creating a positive environment, managers can develop mutual support and elevate the organization's performance. 

Determining that an inefficiency stems from the underperformance of another team may be easy, but it may prove difficult to identify the specific issue caused by this underperformance. Gathering data to specifically support observations can help to uncover the root of the issue. Data can be observational data or even the collection of performance metrics for the team/ projects. 

Gathering data can also be conducted through receiving feedback from direct reports. Their sentiments and experiences working in conjunction with the underperforming team may yield important insights that are not reflected in the data. Feedback can be gathered outside of the team as well. It is possible that other teams that collaborate with the underperforming team are experiencing similar issues and may have a different perspective on the situation. Consider gathering as much information as possible to develop a complete understanding of the current problem. 

After gathering information and identifying the issue, communicating with the other team leader is an imperative next step. As a manager of an outside team, no feedback should be given directly to individual team members; any concerns should be directed to the manager of that function. Set up a one-on-one meeting with the other manager and transparently communicate the situation. 

During this conversation, ensure that the productivity concerns are shared in an empathetic manner. Placing blame on the manager will not evoke a productive conversation as it will put them on the defensive. Clearly articulate the data that was collected to demonstrate how the underperformance is impacting the organization and other teams. 

It helps to practice this conversation ahead of time. Having a coach to help practice and guide the conversation can be incredibly helpful in the message sticking. 

This conversation is also an opportunity to collaborate on a mutually beneficial solution. Come prepared with potential resolutions that the other team manager could implement. Recognize that as an outside party, these solutions may not be feasible, so be conscious that the other manager may have a different perspective. 

Setting clear expectations is another key component of communicating underperformance. Articulate key metrics that should be improved and actionable steps the team will take to make these improvements. Implementing changes can take time, so collaborate on a feasible timeline so that these steps can be accomplished. Making numerous drastic changes in a short period could worsen the underperformance. 

Recognize that an underperforming team can be incredibly difficult for the other team leader to navigate. As a peer, providing additional support and resources can create a more efficient route to resolution. At the intersection of functions, there may be areas where both teams can improve their processes to streamline performances. 

With many team responsibilities, directly providing support to the other manager may be difficult. Sharing resources such as performance tracking software or external coaching can provide relief without personally assuming responsibility for providing constant support. 

From the beginning stages of addressing the underperformance of teams, ensure that all information is documented. Specifically, when communicating with the team leader of the underperforming team, it is crucial to create a record. During the conversation, ensure that diligent notes are taken regarding the issue that is communicated, resolution steps, and future expectations. Following the conversation, share the meeting documentation with the other team leader to ensure both parties are on the same page and provide a reference for the future. 

Documentation serves as a record if further steps are required. If collaboration with the other team leader is difficult or the resolution steps are not adhered to, reaching out to upper management may be the next step. Providing this record of previous communication and acknowledged expectations will allow upper management to have a better understanding of the steps previously taken to resolve the issue. 

The previous strategies are good methods to work towards a solution, however, complications while collaborating on a solution can arise. After valiant efforts to solve the issue don’t prove successful, consider reaching out to upper management. If both managers have exhausted all potential solutions, involving another member of leadership can help to provide a different perspective. 

Another instance that may require upper management involvement is if the other manager has extreme resistance to resolving the solution. Serious efforts should be made to collaborate with the other manager or even encourage them to independently consider strategies to increase performance. However, if they are unwilling to discuss the problem or refuse to make adjustments, involving management may be a more effective step. Using the extensive documentation of all the steps taken to resolve the issues, communicate what the problem is and potential solutions. Articulate that the other manager was contacted and share the records of attempts to resolve the issues with them before deferring to upper management. 

Following the implementation of adjustments, monitor for improvements. Analyzing key performance indicators (KPIs) for the underperforming team's responsibilities for improvement can help track the impact of the implemented solutions. Gathering feedback from both teams can also serve as a gauge of the effectiveness of the solution. 

Periodic check-ins with the other manager are another beneficial method for monitoring progress. Dedicating time to discuss the adjustments made and how it has affected both teams will help to make sure both teams are moving in a positive direction. Results from adjustments may not be observed immediately. After some time, if there is little improvement, consider finding an alternative solution. 

When improvements occur, recognize and celebrate them. Continued positive reinforcement can motivate the team to sustain these improvements. Making changes can be difficult, so even the small success should be celebrated. Approaching the situation with understanding and a positive attitude will encourage everyone to truly help the team succeed. 

The ability to address and help resolve the underperformance of teams outside of one's oversight is a testament to effective leadership. Communicating, collaborating, and problem-solving can contribute tremendously to overall success. Proactively addressing team underperformance will not only elevate their success but also develop a culture focused on collaborative success. 

When building trust and engaging with potential new clients, executive mastermind groups are one of the most powerful tools small business consultants can implore. These mastermind groups bring together various small business owners to facilitate high-level discussions of the real-life problems they face. Together, small business owners can share insights, discuss problems,  and develop innovative solutions based on their experiences. By facilitating a mastermind group, small business consultants can have a seat at the table. 

Small business owners may be more hesitant to receive consulting services because outsiders do not know the intricacies of their business and how it operates. Building trust with small business owners through mastermind group sessions can break the barrier of unfamiliarity preventing these small business owners from seeking consulting services. Furthermore, these small business owners may be wary about using such services simply due to unfamiliarity with the process. Allowing them to become familiar with the collaborative problem-solving processes used in mastermind groups can work to create an open mind about reaching out for consulting. 

Other concerns small business owners may have with consulting services include a lack of understanding and the perceived value of implementing consulting services. Small business owners may be unfamiliar with the available consulting resources specializing in tackling challenges that small businesses face. Even small business owners who are aware of these services, may not recognize the value of consulting services and think they can solve all problems on their own. Introduction to a mastermind group can help to break down these preconceived notions that all problems must be solved within the company and help them recognize how collaborative consulting can truly revolutionize their business. 

In determining whether facilitating a mastermind group will be a positive addition to one's current small business consulting initiatives, it’s crucial to understand what exactly mastermind groups are. Mastermind groups comprise a group of peers collaborating to provide support to one another through shared experiences. For the purpose of building a mastermind group comprised of potential clients, a mastermind group can include strictly small business owners. During regular meetings, each group member can discuss recent challenges or problems they are struggling with and receive guidance from other group members who have faced or are facing similar challenges. 

As a facilitator, advice can also be provided, however, this also presents an opportunity for offering more in-depth consulting services. Group members who are struggling, for example, with how to improve their company’s credit rating, may need more individualized recommendations to properly resolve this issue. Being a facilitator of these mastermind groups allows knowledge about which small business owner is struggling with this problem and may need more specialized help from a small business consultant. Facilitating these mastermind groups gives direct access to potential clients and current challenges they are struggling with. 

Acquiring small business owners to join a mastermind group without experience facilitating such groups can be a daunting task. This is where utilizing the help from companies with existing mastermind groups is beneficial. Some companies currently specialize in leading mastermind groups and have processes developed to acquire members of mastermind groups and resources on how to structure these meetings. Ambition in Motion (AIM) currently leads many mastermind groups and has recently launched services catered specifically to small business consultants interested in facilitating their own mastermind group. 

Investing in a license to utilize AIM’s executive mastermind groups, not only provides access to a network of potential new clients, it builds trust and meaningful relationships with small business owners. After licensing AIM’s mastermind group, the business development team will conduct client outreach through LinkedIn and other channels to build a mastermind group consisting of small business owners who are excited about this new opportunity. After the initial outreach, communication with potential mastermind group members will be handled directly and connections with these small business owners will begin to develop. 

Licensing AIM’s Mastermind Group provides many benefits, primarily through the initial establishment of the groups. As mentioned previously, AIM will work directly on the mastermind group member reach out. It can be overwhelming to determine where to start with outreach efforts, so assistance from AIM’s business development team helps to guide these initial steps and set the mastermind group up for success. Additionally, AIM’s small business roots can provide a connection with these small business owners who may trust other small businesses but shy away from the word ‘consultants’. 

In addition to mastermind group member acquisition and the small business connection that AIM provides, overall more affordable licensing packages are a significant benefit of utilizing these services. Oftentimes, small businesses don’t have large budgets that can be used for mastermind groups or consulting services. A more affordable option will attract small business owners who were turned off in the past from such services due to their higher costs. Not only is the pricing attractive to small business owners, but the licensing fee for anyone interested in starting their own mastermind group is cost-effective. 

As a consultant, it can be difficult to obtain small business clients due to their resistance to change and outside help. Through licensing mastermind groups, consultants will gain access to various small business owners seeking to solve business problems while also building relationships with these owners. With this unique mastermind group connection, small business consultants can gain insights about current problems small business owners are facing and transition group members who need additional consulting expertise into clients. 

Through serving as a leader of an executive mastermind group, advisors broaden their industry knowledge and gain paramount perspectives that enable them to provide experienced guidance to members of their coaching groups. By learning from surrounding perspectives, executive coaches can provide first-rate, credible advice built on a wide range of experiences.  

 

To grow a business as an executive coach, it is imperative that professionals effectively establish trust and credibility. Demonstrating credibility as a potential coach can be daunting because credibility is dependent on individuals varying judgments and interpretations. 

 

To develop business based on experience, professionals should work to understand the components that construct others' perceptions of an individual's credibility. Credibility is proposed to be composed of three components- competence, character, and compassion.  

 

Competence 

Professionals generally establish competence through explicit knowledge and understanding of technical topics. In the workplace, competence is generally measured through accuracy and the ability to demonstrate a thorough knowledge of the subject matter relevant to an individual's role. In forming relationships with prospective participants, appropriately demonstrating competence can be challenging. Individuals are quick to judge and can be easily offended by overbearing or “know-it-all-all” behaviors. Executive coaches must rely on their own past experiences or past coaching experiences to establish their expertise in a specific subject matter when connecting with a potential client.  

 

Character 

Individuals present character by exhibiting their moral compass.  In the workplace, individuals are given opportunities to demonstrate their character in situations of ethical dilemmas. When engaging with a prospective client, coaches should be intentional in building a relationship and effectively pivoting coaching styles to best fit each individual. In speaking to potential clients, executive coaches can show character through honesty, respectfulness, and accountability. However, coaches must be deliberate in their decision-making because a poor impression of character is extremely difficult to reverse. 

 

Compassion 

Compassion is commonly demonstrated through empathy, understanding, and general concern for others. For executive coaches working to grow their businesses, compassion is a vital element to success. In the inherently interpersonal relationship of coaching, it is crucial for coaches to demonstrate compassion in order to grow their business. Individuals seeking guidance and advice value authenticity and genuine interest from their advisors. In the workplace, compassion can be shown through flexibility and understanding or overall care for colleagues. Executive coaches have the responsibility of expressing compassion and support as participants navigate unfamiliar circumstances and problems.  

 

To better explain the benefits of executive coaching experience and the impact of credibility, consider Lori. Lori recently transitioned out of her industry position to follow her passion for coaching. Lori has started an executive mastermind group and leads the group with guidance and structure from Ambition in Motion’s executive coaching licensing opportunities. Through leading her own executive mastermind group and serving as a coach for professionals across industries, Lori has significantly broadened her understanding and experience, enabling her to become a better coach.  

 

To best elaborate on the importance of experience in building business, here are 3 potential streams from which Lori could grow her business and how varying relationships will impact her credibility as an executive coach: 

 

1- Existing Connections 

Lori’s business as an executive coach may grow from existing relationships such as members of her old firm, college classmates, or industry peers she has connected with over her career. Through these existing relationships, Lori’s authority and experience are likely recognized so Lori does not need to establish herself but must work to maintain the credible reputation she has developed. Additionally, in an existing connection, trust has likely been built between Lori and the client, which is a crucial part of establishing a productive coaching relationship and can be a challenging relationship to develop. 

 

2- Referrals  

A common source of new clients for businesses are referrals from peers or colleagues. When engaging with a referred potential client, Lori likely has the advantage of good praise from their mutual connection that referred the prospective client. However, Lori is still responsible for establishing her authority relevant to the industry and circumstances of the potential client. In the circumstance of a referral, Lori has the benefit of a connection that speaks to her character and compassion so, Lori should focus on establishing her competence in the individuals industry to best build her credibility. In addition to building credibility, Lori should focus on establishing a trusting relationship to best advise new participants. 

 

3- Cold Clients  

Cold clients are clients that do not have any mutual connection or referral to a business. Although daunting to most professionals, finding new clients without a previous connection is a crucial component of growing a business. In interacting with a new potential client, the onus is on Lori to establish all three aspects of her credibility and build trust. In the instance of connecting with a new potential client, Lori should focus on communicating the interpersonal-focused aspects (compassion and character) to build trust. Building business through this type of prospect may be challenging because it takes time to develop the trust that is paramount to a successful coaching relationship. Once Lori has established a connection with a prospective client, she can shift to demonstrating her competence in coaching the individual within a specific role or industry.  

In guiding members through new circumstances and experiences, executive coaches build better businesses based on expertise and diverse perspectives. Through providing advice and guidance to their clients, coaches continuously develop their skills and competence, enabling them to grow their businesses. The development of executive coaches and their businesses is exponential; through serving one client, executive coaches are able to learn new ideas and techniques that will improve the guidance given to other members.  

 

Executive coaching requires patience and business development can be a challenging process. However, serving as an executive coach builds experience that continuously improves credibility. From gaining new perspectives, executive coaches can apply diverse approaches to problem-solving in turn, expanding their expertise and business. 

Liam had always been a dedicated executive, known for his ability to lead with both compassion and conviction. As a senior leader in the company, he had navigated numerous challenges, but none as daunting as the one now before him. The company, once a symbol of stability, was grappling with skyrocketing operational costs. To keep the business afloat, a difficult decision had been made: the number of middle managers had to be reduced from four to just one. 

Change is inevitable in any organization striving for efficiency and growth. However, the path to successful change is often fraught with challenges, especially when it involves restructuring. In a company where operational costs have spiraled out of control, the decision is made to reduce the number of middle managers from four to one. 

Liam recognized that the success of the drastic middle management reduction hinged not just on the decision itself, but on how it was communicated and implemented. Rather than imposing a top-down mandate, he understood that involving the affected managers in the process was crucial. He gathered the four managers—Sarah, Jake, Priya, and Tom—and, instead of simply delivering the news, he opened the floor for discussion, valuing their input and addressing their concerns.

Liam focused on relationship management as he encouraged them to share their thoughts on how the transition could be handled effectively, fostering an atmosphere of collaboration rather than dictation. This approach allowed the managers to voice their fears and ideas, leading to a constructive dialogue. Together, they brainstormed solutions such as a phased transition, the redistribution of responsibilities, and the creation of new roles that would make use of their unique skills.

By involving the managers in the decision-making process, Liam not only eased the emotional burden of the change but also ensured that the transition would be smoother and more aligned with the needs of the team. This collaborative approach helped build trust, reduced resistance, and paved the way for a successful restructuring.

When a long-standing team of middle managers learns that three out of four will be transitioned to individual contributor roles, the initial reaction is likely shock and uncertainty. 

Questions of "Why me?" and "What does this mean for my career?" naturally arise, along with concerns about the impact on their teams. These emotions quickly spread throughout the organization, raising fears and resistance among employees accustomed to their current leadership. In this charged atmosphere, the success of the transition hinges on clear communication and actively involving employees in the process.

Getting buy-in from employees during such a significant change is crucial. Without it, the organization risks a breakdown in morale, productivity, and even an exodus of talent. But how does one achieve buy-in when the news being delivered is far from favorable?

Together, they identified several key steps to ensure the success of the transition:

By following these steps, the group felt more in control of the situation. They were no longer passive recipients of change; they were active participants in shaping the future of the company.

As the weeks went by, the plan began to take shape. The managers met regularly with their teams, sharing updates and gathering feedback. The task force worked diligently to refine the transition plan, incorporating suggestions from across the organization. The atmosphere, which had been tense and uncertain, gradually began to shift. Employees started to see the change not as something that was being done to them, but as something they were helping to create.

One day, Liam received an email from Sarah. She wrote, “I wanted to thank you for how you’ve handled this. At first, I was devastated by the news, but being involved in the process has made all the difference. I feel like my voice matters, and I’m committed to making this work.”

Liam smiled as he read the email. He knew there was still a long road ahead, but he also knew they were on the right path. The company wasn’t just restructuring; it was rebuilding trust and collaboration.

To ensure the smooth implementation of the change, Liam and his team took the following actions:

By taking these steps, the company not only ensured a smooth transition but also strengthened its culture of collaboration and transparency.

In the end, Liam’s situation was not just about reducing costs or restructuring the company. It was about leading with empathy, involving people in the process, and creating a sense of ownership among employees. Through his approach, Liam was able to turn a potentially disruptive change into an opportunity for growth and collaboration.

As the company moved forward, it did so with a renewed sense of purpose and unity. The managers who had once feared for their futures were now key contributors to the company’s success. The employees who had once felt powerless were now empowered to shape the direction of the organization. And Liam, who had faced one of the toughest challenges of his career, had emerged as a stronger, more compassionate leader.

Daniel Kahneman’s Thinking, Fast and Slow provides valuable insight into understanding how the human brain's analytical systems impact decision-making. The book provides a dual system thinking theory, explaining that when someone is faced with a decision, they will utilize one of two systems, called system 1 or 2 thinking. 

Strong decision-making skills are crucial for managers' success. Leaders are constantly faced with decisions that heavily impact the lives of others. Managers' decisions affect team morale, culture, and efficiency so mindfulness in making these decisions is crucial to team success and longevity.  Layoffs, raises, promotions, client placements, and strategies are all decisions that leaders face on behalf of their direct reports. To best keep serving teams and executives, it is paramount for leaders to be deliberate in their decision-making. 

Managers may employ a variety of decision-making tactics so to mitigate bias in decision-making, every leader should be conscious of how they utilize system one or system two thinking. 

System one thinking is immediate. This system is essentially automatic and is initiated by the surrounding environment and habits. System one thinking is dangerous because it is subconscious and can sincerely affect decision-making processes in all people. System one thinking enables unconscious bias to influence choices. These biases are problematic because the individual is unaware of the bias that impacts their decisions. Unconscious bias can appear in all individuals and is extremely hard to detect and reverse. 

System two is critical thinking. System 2 thinking is intentional and engages the brain in analyzing every aspect and result of decisions. System 2 thinking is usually initiated by a fight or flight type response. When the brain is unfamiliar with the circumstance, system two thinking kicks in to analyze and understand aspects the brain doesn’t realize in system one thinking. 

To minimize bias and prioritize system two thinking, managers can employ a variety of strategies to challenge their perspectives and beliefs. For managers to foster a positive team culture, they must encourage open dialogue, learning, and psychological safety. Being mindful of individuals' cognitive processes, biases and experiences will enhance decision-makers' tendencies away from system 1 thinking.  To better utilize system two thinking, managers should consider finding new opportunities for mentorship or collaboration that will broaden their understanding and perspective. 

A critical opportunity for leaders to learn from others' experiences is mentorship programs. Mentorship programs have benefits for individuals at all levels within an organizational hierarchy. Every member can benefit from mentorship but, finding mentors for executives can be challenging.  Ambition in Motions Horizontal Mentorship Program is an opportunity for executives of different industries and experiences to collaborate and create a productive learning environment. Opening new opportunities to grow and learn in a dynamic environment catered to specific problems faced in the workplace makes horizontal mentorship a great tool to initiate system two thinking and encourage learning from others. 

In the workplace, situations depending on system one or system two thinking heavily impact the outcome of decisions. For example, consider Sarah. Sarah is a manager at a small consulting firm and is responsible for 15 direct reports working underneath her. In a quarterly meeting with her boss, Sarah learned she has to lay off 20% of her staff, 3 members. Sarah is faced with a tough decision to make. 

If Sarah depended on her system one thinking, she would not critically evaluate her employees' performance. System one thinking promotes irrational decision-making and emotionally driven reasoning. If Sarah utilized system one thinking, she would likely lay off employees with whom she had issues or problems within the last couple of weeks rather than evaluating long-term commitment and performance. Or, using system one thinking, Sarah may lay off an individual who she had an argument with or faced a conflict while working on a client project. 

On the other hand, if Sarah critically evaluates options for this decision, she will be more apt to conduct the layoffs with consistent reasoning and explanation. System two thinking forces decision-makers brains to be engaged in the process of finding an evidence-based solution. If Sarah engages her system two thinking, she will be basing her decision on quantitative data or, factors such as efficiency or long-term performance, goal setting, and achievements. 

To collect quantitative data useful in system two decision makers, leaders should consider utilizing AIM Insights. AIM Insights is a software that provides continuous goal and progress reports to both managers and their teams. Members can see personal and team goals, sincerely impacting performance and lifting expectations. Additionally, AIM Insights provides tools for attainable goal-setting that are accessible to both managers and direct reports, with benchmarking and gap analysis available, creating transparency in performance, expectation, and growth. Through the use of software such as AIM Insights, managers have readily available data to find evidence-based solutions to problems they face in their roles. 

However, a pivotal benefit of AIM Insights is executive coaching. Executive coaching provides leaders with a personal connection to aid in goal setting and analyzing AIM Insight metrics. These experienced industry professionals provide guidance and consistently analyze results and metrics through a system-two lens. From the removal of personal connections with direct reports, executive coaches gain emotional distance and are able to objectively evaluate the performance of members, aiding in data-driven decision-making. 

Overall, it is crucial for all individuals, and especially leaders to engage their system's two thinking processes. Understanding the differences in automatic and critical thinking provides valuable insights into decision-making habits and how information is processed. By recognizing the best settings for each of the thinking models, leaders are enabled to enhance decision-making skills and efficiency along with mitigating bias. Embracing the dual-system thinking model will unlock potential and encourage mindfulness in decision-making across roles.