Making transitions & pursuing aspirations

Skills for making transitions and pursuing aspirations are developed through coaching on change management and related behaviours. Having clear objectives and recognising their implications helps to identify the issues to be addressed in strategic, tactical and behavioural terms. The process addresses implications, options and likely reactions, and works towards developing a plan and procedure that fits the person and the circumstances. The coaching can continue to accompany the implementation phase and provide ongoing opportunities for support and review. The aim is to optimise the person’s success in their endeavours.

Case Study

A general manager in career transition sought to identify career objectives and career paths for senior Chief Executive Office, Managing Director, General Manager and Executive Director roles. The manager had enjoyed political support, if not patronage, in making rapid rises in positions and entities that championed contemporary political issues. The manager was a person of substance who already held non-executive director and deputy chairperson appointments in government entities. Options included pursuing the chairperson position at the next round of appointments, and taking on more non-executive appointments, or pursuing board level corporate roles.

The initial discussions were around the likelihood of various opportunities unfolding and coming to fruition, and the political and other factors that might influence the related processes and decisions. There was considerable reality checking, including making enquiries of third parties and influential mentors and patrons who had played a part in her career and/or might influence the future. There was also information seeking to find out from contacts what the atmosphere, culture, intentions and options might be with particular entities with current and prospective opportunities.

Through this process a set of realistic objectives and probable paths was developed, each of which could prove satisfactory depending on how they unfolded. Tactics and strategies were developed and simulated for each objective and expected path, and the manager’s sense of humour, intellectual power and political savvy helped the process along. Ultimately, some initial ideas were modified and put on hold while more immediate options for employment and income were taken up.

Since then, the person leveraged her progress through several CEO level positions and acquired a senior non-executive role in higher education before moving into consulting, where she included executive coaching in her offerings.