Continued professional education is not a new concept in the workplace. For years, teachers, accountants, lawyers, and many other professions have mandated the continuation of professional education for these individuals to be up to date on the new legislature and field changes. However, for unrequired industries, these educational opportunities are equally as important. Seeking developmental opportunities can be difficult, professionals are often worried that their employer may perceive their participation in these programs as dissatisfaction or intent to leave their current role. 

Attending development and growth programs relevant to any industry is essential for personal growth, career advancement, and performance enhancement in nearly every role. Continued education programs encourage life-long learning, stress the importance of keeping up with industry trends and practices, and exhibit the value of new skills and perspectives within an individual's career. 

Educational and professional development opportunities within the workplace have become scarce. It is a challenging task for managers to find developmental programs for a variety of roles and, focuses. Managers often feel lost with configuring resources to upskill their employees.  Managers often struggle to encourage their direct reports to seek continual development because they want to maintain the employee's commitment and focus in their current role. Seeking professional development opportunities does not directly indicate that an individual is dissatisfied or unhappy in their role. Those motivated by learning and new environments may become more committed to their role with the opportunity for professional growth. 

Nevertheless, each individual must take their advancements into their own hands. As creatures of habit, it is easy for humans to get stuck in a rut or become complacent in their jobs. Every individual must take charge and drive their career paths and advancements by proactively seeking opportunities to broaden their knowledge, perspectives, and experiences. 

Professional development programs take on a variety of forms and focus. Based on interests, level of formality, and availability, individuals can find the perfect space to grow their capabilities. However, seeking these opportunities through employers may not yield adequate opportunities for development or learning. To find the best-fit opportunities, individuals should conduct their own research and determine what the best next step may be to broaden their knowledge, skills, and experiences. 

Finding adequate options for development programs and determining the best route for career advancement is a challenging task for most. Depending on the formality, commitment and cost, there are different routes best for specific scenarios. Here is a deep dive into 3 Categories of learning opportunities for direct reports seeking professional development and advancement programs:

Attending workshops or seminars relevant to any professional industry is a stepping-stone to advancement, growth, and performance improvement. Workshops and seminars may be presented in different ways on a variety of topics but can generally be broken into two overarching categories. 

The first category is seminars or workshops focused on industry-specific topics, including niche topics or tools to help participants broaden or improve their skill set within a specific role, group, or industry. On the other hand, general skills workshops focus on over-arching topics relevant to advancement and growth in a variety of industries. General skills workshops commonly focus on topics related to leadership or soft skills such as management or organization.  A general skills workshop may focus on leadership or communication and may be most impactful when entire teams participate or, in the use of preparation for leadership roles. 

Interactive workshops, like executive mastermind groups, can be a great way to gain objectivity, learn from others, and improve one’s own skill set.

2. Certificates

The continuation of formal education can be a paramount tool for the development and possible advancement of professionals across industries and positions. Those seeking to continue their education in a formal setting outside of traditional secondary or post-graduate education should consider certificates and licensures. In obtaining these licensures or certificates, individuals are enabled to broaden their roles, responsibilities, and industry knowledge. For each industry or role, there are a variety of opportunities available for certifications. Compared to workshops, certificates tend to take a more formal setting. Content to obtain a certificate is commonly done through a course or a several-day seminar, usually capped with an exam. Certificates are a strong form of professional advancement because in the event that individuals seek new roles, certificates, and licensures are a concrete representation of knowledge, experience, and education in a specific field. 

The AIM Insights People Leader Certification can be a great avenue for a leader to showcase their abilities and benchmark their performance compared to other leaders of similar teams.

3. Mentorship

Mentorship is a crucial tool for developing strong leaders and integrating team culture throughout different levels of the workplace. However, a seemingly informal form of professional development, establishing mentorship connections is highly impactful in an individual's ability to lead and advance in their fields. 

Mentor and mentee connections are a key differentiator in individuals' capacity to learn from new perspectives and adapt in the workplace. Mentorship may be implemented in professional atmospheres through a variety of ways but essentially should aid in the personal and professional development of younger generations from those with more experience in the industry. However, not all firms or companies facilitate adequate mentorship connections. Individuals seeking mentorship may consider joining mentorship groups or joining professionally focused organizations. For example, certified public accountants (CPAs) may join the AICPA and establish mentoring relationships with other accountants who have more industry experience or, accounting experience in other focuses. 

By exploring a diverse variety of options in professional advancement programs, individuals have the opportunity to improve their expertise, gain valuable skills, and expand their industry knowledge. Given the wide array of advancement opportunities, formality levels, and time commitments, every individual should actively seek opportunities to better themselves and their career path. 

Professionals across all industries and roles can immensely benefit from continuous education in their fields. Regardless of position, every team may benefit from seminars on improving communication, leadership, or team culture. The most imperative key to success is drive. Those seeking promotion or advancement should take charge of their future career path, and participate in a variety of programs and activities that will enable them to succeed. No matter their success or experience, every professional has something to learn. 

It is no secret that the Covid-19 pandemic significantly affected norms and traditions in the workplace. The transition to work from home and eventually hybrid work schedules sincerely impacted professionals' productivity and well-being. Yet, nearly 5 years later, many companies continue to struggle with promoting work-from-home productivity and mixing new members into team culture when welcoming new hires. 

In the pre-pandemic traditional office, team culture and expectations were effectively communicated to incoming team members face-to-face in offices and meetings. However finding the best way to communicate these objectives to new hires in a virtual environment is still paramount for establishing a well-oiled, productive team.

On the other hand, after a five-year stent of the work-from-home environment, leaders are now tasked with transitioning teams back into the office while maintaining a previously established culture or, even more difficult, adjusting to better-fit team culture. Managers face further challenges leading through change in welcoming new team members throughout this transition and establishing clear expectations whilst working to integrate new hires into the team or company culture. 

Adding new members to a virtual team can create feelings of isolation and exclusion so fully integrating new hires is crucial to sustain their involvement with a team. However, this is a daunting task for managers in fully virtual and even hybrid environments. Here are three steps for leaders to better integrate new hires into a remote company culture:

Building the right culture can be a daunting task but, finding an adaptable, productive team culture based on values and expectations is crucial for the optimization of every team and the success of team members. In building a team culture representative of members' values, new virtual team members will be able to observe the importance and priorities of a team, making it easier to fuse with the culture. On the contrary, if the culture is not representative of members' values and demonstrated by current team members, new hires will have a challenging time following and joining the company culture. 

 To begin building a beneficial team culture, leaders and managers should focus on psychological safety and building genuine connections across a team. Leaders can establish a beneficial team culture through a variety of ways, including structured onboarding, social events, and, cross-team collaboration. However, a highly effective manner of building a strong culture is through leaders ‘living the values’ and principles that the culture is built on. Leading by example is the best way to demonstrate expectations. Through embodying company values, managers promote team culture and provide an informal opportunity for learning in both technical and relationship-based expectations. 

2. Encouraging Communication Across Teams

Through efficient and effective communication, leaders and managers can communicate expectations, norms, and roles that aid in building a productive team culture. Especially in the work-from-home environment, encouraging open communication is paramount to integrating new hires. Allowing open streams of communication that encourage asking questions and getting to know others will certainly demonstrate and welcome new team members. Specifically, leaders should promote collaboration and teamwork in the beginning of the role before focusing on more autonomous aspects of a new-hires responsibilities. Through open communication, productivity will skyrocket via efficient problem-solving and team members collaborating and participating in events with each other. Through open communication, new hires can observe team dynamics and norms that will help them better join the team or firm culture. 

3. Promoting Mentorship Across Levels

Promoting mentorship is a necessary tool for developing strong leaders and integrating team culture throughout different levels of the workplace. Mentorship can be implemented in professional atmospheres through a variety of ways but essentially should aid in the personal and professional development of younger generations from those with more experience in the industry. To establish a mentorship program in an office, leaders should focus on building connections and encouraging relationships throughout different levels. Additionally, managers should consider a formal mentorship program in which senior employees are paired with new hires or more junior employees to establish connections and provide guidance throughout their careers. Mentorship is a necessary tool aiding in the continuation of team culture across generations and organizational hierarchies. 

Managers and leaders seeking mentorship or guidance should consider joining an executive mastermind group to gain insights from other high-level professionals across industries. Executive mastermind groups create the opportunity for leaders across fields to learn from each other's experiences and expertise. Mentorship is crucial for development across all levels, not just for new hires or college recruits, and establishing strong mentor relations will serve individuals throughout their lifetime. 

4. Leveraging Technology in a Creative Way

Using technology in creative ways to encourage socialization is a pivotal tool in welcoming new hires into a team. Holding virtual events primarily focused on the social development and connection of a team is a primary way of integrating new hires. These meetings are an opportunity for everyone to relax and form genuine connections with their colleagues. In traditional in-person teams, professionals will take it upon themselves to personally connect with their colleagues in the lunch room or throughout the office whereas in a virtual environment, individuals do not necessarily take the initiative to socialize unless organized by leadership.

Leading through change is a critical aspect of management but certainly a very challenging aspect, especially in such significant changes such as work-from-home to in-office shifts. As always, leaders need to stay positive through times of change and understand that large transitions may take time and patience. Great leaders adapt to change and approach their teams with empathy and support through challenging adjustments. To best lead teams through change, managers should focus on transparency and building trusting relationships with their direct reports. More than anything, the best leaders serve as advocates for their teams, working to find the perfect medium of productivity and balance in the workplace that supports individuals in the office and their well-being outside of the office simultaneously. 

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. 

Welcoming new hires into company culture is an integral part of sustaining a productive workplace environment. Through integrating new hires into organizational norms, values, and expectations, the workplace culture built by today's leaders is carried into future generations of professionals. The process of cultural integration promotes continuity and bolsters growth within an organization. 

However, new hires face challenges when the company culture is not accurately communicated to them. A misrepresentation of a firm's work culture can create an alarming environment for new team members. Effectively communicating and integrating new hires into firm culture is paramount for long-term success and organizational commitment. Ensuring that each member of a team embodies the groups culture will testify to the importance of upholding a positive work environment. Furthermore, when leaders emphasize the value of firm culture, their direct reports will follow suit in working to continuously build and integrate company culture. 

Additionally, it is crucial for company professionals to authentically demonstrate workplace culture. Although challenging for many, it is necessary to display culture in an authentic manner rather than creating a company profile that is not necessarily an accurate representation. Integrating new hires into a developing culture can be a challenging task, here are 7 tips leaders should consider to streamline new hires into company culture: 

Through structured onboarding processes, new hires can better grasp company culture, group norms, and expectations. In structured onboarding, companies will have planned timelines and content to share with incoming professionals. On their first day, a new hire may receive a training timeline, a list of their expected role competencies, and human resources information. Pieces of training in onboarding could include a basic skill overview, speeches from human resources, or even professionalism training. After receiving this information, individuals in a structured onboarding process will have a firm lead training to slowly walk through different procedures and office norms to help new members better grasp the company culture. Discussing company expectations and benefits is a great way to exhibit a company-wide culture or initiative. 

2. Buddy or Mentor Pairings

In addition to helping train individuals, buddy or mentor pairings serve as a fantastic tool to communicate a company's norms. Suppose a new hire mentor is outgoing and willing to answer any questions. In that case, this experience will provide a different understanding of culture for new hires compared to a mentor who is closed off and not very easy to communicate with. Additionally, mentors aid in demonstrating company culture by telling stories and building genuine connections that make someone new feel welcomed in a new and intimidating environment. 

3. Social Events

Company-wide orchestrated social events can be a great way to help demonstrate workplace culture and facilitate connections. Through out-of-office social events, individuals tend to come out of their shells, talk to new colleagues, and build friendships. Social events can display company culture through professionals enjoying discussing with their colleagues and spending time as a group whereas, without these opportunities to openly converse, new hires tend to feel isolated. 

Social events enable employees to connect with each other beyond their responsibilities within an office. Through social events, new employees are able to openly discuss and learn from professionals within the firm who will help them transition into their new roles. By providing opportunities for new hires to connect with their colleagues, organizational culture will strengthen, a benefit to both employees and the company. 

4. Live the Culture

Many companies' culture and their advertised culture do not align. Every employer markets themselves to have great working environments and cultures yet, only some actually fulfill these claims. Ensuring that all employees embody the company culture throughout the workday is paramount to effectively integrating new employees into the firm culture. New employees observing the attitudes and behaviors of professionals embodying the values of firm culture is an outstanding method to foster informal learning of both technical and interpersonal expectations. 

5. Cross Team Collaboration

Cross-team collaboration is a great way for firms to showcase a company-wide culture. Individuals willing to discuss, collaborate, and learn from each other create a welcoming culture that supports new hires through stages of onboarding and learning. Lack of cross-team collaboration can leave new hires both lacking education in certain subject matters and isolated from other groups within the company. To best encourage new hires to integrate, managers should consider assigning projects that will move them slightly out of their comfort zone, encouraging meeting new individuals in building connections. 

6. Open Communication

Open communication is crucial to creating a harmonious alignment of new hires' values and norms within a group. Through open communication, company leaders are enabled to share their expectations and experiences that shape the work environment. Additionally, in a positive work environment, open communication encourages learning, growth, and embracing mistakes. 

Through open communication, leaders are able to effectively set clear expectations and establish cultural norms from the start of a new hire's career at a firm. Furthermore, open communication promotes psychological safety within the workplace, creating an environment that promotes discussion, asking questions and learning from feedback. 

7. Aligned Opportunities

When company opportunities promote firm initiatives, new employees can clearly understand the culture within the workplace. Aligned opportunities for learning and growth convey the value of a long-term, sustainable, company culture. Additionally, cultural immersion through training opportunities generally involves exposure to executives within a firm along with further explanations of how each individual may contribute to firm culture.  

Changing workplace behavior requires a sustained effort and is a daunting task. Leaders must prioritize their values and find creative methods to create an environment where employees embrace change in the workplace. 

Many leaders face challenges in shifting from negative or counterproductive workplace habits to favorable workplace practices. Once a group or team has routined unfavorable work habits, it is significantly more challenging to pivot behavior.  As always, it is essential to be patient in orchestrating workplace activities and changes, specifically in changing culture. Leaders should be prepared to readjust and pivot their efforts based on employee receptiveness. Nevertheless, if leaders remain diligent and dedicated to promoting positive change, they will inspire confidence through cultural changes. 

Initiated by the COVID-19 pandemic workplace changes, there has been a major influx of professionals leaving their workplace industry to begin their careers as executive coaches. The number of executive coaches have multiplied consistently over the past five years, but the demand has not changed. Now, the introduction of these executive coaches has overpopulated the supply, with minimal change in the demand for their work. 

With these recent industry changes, executive coaches heavily compete for business and therefore must find creative methods to set themselves apart from competitors. Coaches have clients across industries and commonly offer one-day training on focuses that provide great value to teams in building culture, productive workplace habits, and creating a comforting environment for professionals along with a variety of other focuses. 

However, industry leader, McKinsey and Company has published an article sharing their findings that leaders prefer a group of peers to relate to and discuss with than a lecture style training. Once professionals reach executive levels in their organizations, coaching and training for growth is challenging. The ability to openly learn from other executive leaders is an amazing opportunity that encourages training, learning, and development in a non-conventional manner. 

Rather than focusing on day-to-day trainings executive coaches could consider leading an executive mastermind group to build a more impactful connection with the participating professionals. These groups meet for discussion on a regular basis for peer collaboration and advising. Coaches can lead and organize these groups and purchase materials and content to assist in leading mastermind groups to provide the most benefit to all participants. Inviting individuals to join an executive mastermind group can be a great way to spark business connections, encourage networking, and learn from industry peers and leaders. Additionally, professionals may find benefit in the cost-effectiveness of executive mastermind groups rather than a more costly executive coaching or consulting agreement. 

The value of peer collaboration and feedback add great benefit to executive mastermind groups for both coaches and participants. Executive mastermind groups provide a pivotal opportunity for coaches to refine their leadership skills and provide a platform that promotes learning from diverse perspectives and gaining peer insights. Furthermore, mastermind groups create a comforting environment for growth and support in making mistakes. Through mastermind collaboration efforts, leaders are enabled to achieve team goals, stay attuned to industry changes, and cultivate a community of support and psychological safety for learning and growth.  

In leading an executive mastermind group, executive coaches are given the opportunity to build relationships and a trust-based culture with leaders across varying industries. Providing a welcoming platform to facilitate networking and building relationships is a crucial aspect of developing a quality, focused mastermind group. In building this platform, individuals create a space of psychological safety and embrace mistakes that promote collective growth. 

Through executive mastermind sessions, executive coaches enhance their skills and contribute to the continuous evolution of professional education as a whole. Here are the top 6 reasons that executive coaches should consider starting an executive mastermind group:

By having an executive mastermind group, coaches are able to create a safe place for prospects to begin discussing their challenges. Executive coaching and training are intimate relationships built on high trust. An executive mastermind group creates an environment for coaches to build trust with their prospects who, when the time is right, will come to them seeking higher value engagements.

2. Networking and Relationship Building

Executive mastermind groups create a valuable environment to build long-lasting relationships and network with other executives across different industries. Through mastermind groups, coaches can learn more about specific industry measures that impact individuals, and, coaches are able to build their network and demonstrate their knowledge and ability. 

3. Expanding Impact

Through executive mastermind groups, coaches are able to further impact the professionals they advise. However, in a mastermind group, the executive coach is not the only individual leading towards team growth. Participant engagement and collaboration provide incredible benefits to professionals that cannot necessarily be gained through basic trainings. Executives face unique challenges and the solutions to these challenges cannot always be found in a textbook. Executives guide each other through continuous discussion and collaboration using their past experiences. Through executive mastermind groups, coaches are able to reach a larger audience with impactful guidance to leave a lasting impact on participants. 

4. Risk Aversion 

Through executive mastermind groups, coaches can benefit from a risk-averse strategy to expand their business. Rather than enacting a change across a team, department, or company, these individuals work with just a few leaders. By working with fewer individuals, coaches reduce the risk to their brand image and reputation. Additionally, for coaches still developing their businesses, mastermind groups provide an opportunity to network with leaders across industries which is crucial for expanding brand image and recognition. 

5. Scalability

An incredible perk of leading executive mastermind groups is the ability to easily scale groups. With flexibility benefits, coaches leading mastermind groups can guide a larger audience without sacrificing the quality of the session. Rather than a one-day training course on a specified topic, leaders can meet for 2 hours every other week and achieve similar results for personal growth because many executives are contributing to a group effort of guiding each other rather than the coach alone guiding the group. 

6. Brand Enhancement

By leading an executive mastermind group, coaches are able to enhance their leadership skills, industry knowledge, and brand image simultaneously. Partnering or using a specific company's mastermind group content is a great tool for coaches to start with, followed by adapting the materials for their specific client group. Through a reliable and well-designed mastermind course, coaches brand image and credibility will continuously increase.

Building an executive mastermind group cohort can be an incredibly strategic step for coaches to grow their businesses. Investing in mastermind group content offers a variety of benefits to both the leader and participants who collectively learn from each other. Through utilizing curated materials, mastermind group leaders can provide executives with a psychologically safe, supportive environment to share diverse experiences and learn from peers. 

If you are an executive coach and are interested in setting up your own executive mastermind group, schedule a conversation with Ambition In Motion to learn more.