Transition Coaching Of Leaders For First 90 Days
Leaders create frustration for everyone when they try
to be involved in every project and expect team
members to check-in before beginning every task.
World-class leaders delegate. They learn to trust. This
means giving up some control. Leaders learn to live
with the risks and know that someone else may do
things a little differently.
developed by the Centre for
Executive Education (CEE)
provides new leaders with the
guidance to take charge of
their new situation, achieve
alignment with the team, and
ultimately to move the business
forward. Organizations make
a significant investment when
they recruit and hire new leaders,
and they have much to lose if
a new hire does not succeed,
possibly several times the hire’s
The new leaders need to reflect
and examine their own leadership
attitude and perspective. Develop
an intentional plan to work on
areas that need improvement.
Whether a manager is moving
into a new position or looking to
get back on the road to success,
executive or transition coaching
work to bring out the best in the
new leaders through the support
of a professional relationship.
Both relationships are built on a
foundation of trust and confidentiality.
The ability of coaches to
provide leaders with an outside
resource that can also act as
a sounding board helps them
become the successful leaders
they were meant to be.
Organizations must clearly
define the purpose of coaching,
gauge the process, and evaluate
results. Coaching is not just about
providing support. Ultimately,
coaching should deliver what any
business needs – real results.
●● Bawany, S. (2018a). Development
and Coaching of NextGen Leaders,
Business Expert Press (BEP), Business
Insights Series, New York, NY
●● Bawany, S. (2018b). Identifying,
Assessing and Selecting NextGen
Leaders, Business Expert Press (BEP),
Business Insights Series, New York,
●● Bawany, S. (2016).Leading in a VUCA
Business Environment: Leveraging
on Cognitive Readiness and RBL for
Organizational Success in Leadership
Excellence Essentials, Issue 07.2016.
●● Bawany, S. (2014). Building High
Performance Organizations with
Results-based Leadership (RBL)
Framework in Leadership Excellence
Essentials, Issue 11.2014
●● Charan, R., Drotter, S., & Noel, J.L.
(2000). The leadership pipeline:
How to build the leadership powered
●● Watkins, M. (2003). The First 90 days.
Boston: Harvard Business School
Prof Sattar Bawany is the CEO of
the Centre for Executive Education
(CEE). He is also concurrently the
Regional Managing Director & C-Suite
Master Executive Coach of Executive
Development Associates (EDA) in
theAsia Pacific. He is also the Adjunct
Professor of Leadership and member
of the Advisory Board of the Curtin
Graduate School of Business (CGSB)
of Curtin University, Australia.
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