Pioneer Management Consulting’s Post

TESTIMONIAL TUESDAY Another example of the challenge one faces in Interim Executive Management roles. Rarely is the situation I walk into running smoothly. Generally, it is quite the opposite. In short fashion, I have to understand the culture; identify the opportunity areas; win over the staff; and rally the team. All while delivering better results than what I was handed. Here is a testimonial from a senior sales rep in a market that I ran for three (3) years: "John is the very person you want at the center of whatever storm you're working through. John came into a very volatile and difficult situation 5 years ago as our interim GM - a role that was to last 6 months. Thankfully, he stayed on for 3 years as we charted our way through unique waters. When John came in, morale was down, business was down, and many were looking to the exits. John came in with his calm and positive approach that showed us the way to build our teams again, and increase business. What I appreciate most about John is his consistency in all matters. Never gets caught up in the highs or lows, just maintains a positive level of leadership. Needless to say, we miss not having him still.” - Rick Willard, former Deluxe Senior Brand Consultant Gray Cat Enterprises, Inc. #graycatenterprises #managementconsulting #interimmanagement #projectmanagement #strategicplanning #raleigh 

Years ago I asked a COO what advice he had for me that could have an impact on my career at the company. He told me to create strong relationships with leaders outside of the department I was in. This can happen organically in office but remotely it takes effort. But I put effort into this every week: -We had weekly syncs to get that department up to speed on what we were working on, challenges we were running into, where we saw success -I would send all cross functional leaders a weekly update via email on Friday -Asked one of the leaders to be my mentor and met with them bi-weekly -Was always open to feedback they gave me implemented it immediately and then showed them the results -Never dumped work on their plates, everything was done via collaboration So fast forward a year and a half I’m burnt out in my role, don’t like my boss, not sure what to do. The other department asks me to come work with them in a new role, and I took it. The first day I started in that new role it felt like thousands of pounds had been lifted off of me. But this would have never happened had I not built those strong relationships. I would’ve just stuck it out and been extremely unhappy. Not all advice is great and some you should just flat out ignore. But when someone with extreme success and credibility gives me advice and ties it into my career goals, I’m taking it.

Dear Network, I just came across a post about management. It included the following quote: “In my first management role I fell foul of one of the most common mistakes made by rookie managers, thinking being mates with everyone in your team would be a good thing – Wrong (…) Always remember, as a manager you‘re paid to make your team successful, not to be liked.” I've been there, thinking the same thing at the beginning of my career. But now, with the experience and skills that I have, I would disagree with these statements. I wonder what your opinion is on this matter? Feel free to share your comments below, and I'll try to explain my viewpoint in the comments as well.

"You're the best manager I ever had." read the text message I received a little after 11:00 PM while catching up with a former colleague/employee from a prior organization this evening. He casually hit me with the message, catching me off guard a bit. I tried to spin it back to having hired the right people in the right roles to make myself and the team successful. However, I lost it a little in my reflection. "Thanks, man. It was the best gig in my career. That's what was the hardest, caring so much about people and a place prior to the transition." While I'm gainfully employed again, managing a great team with a great organization, it's still difficult at times a year later. While I still don't love the way things shook out, I take solace knowing that I had hired a great team and successor who proved ready to step in and seamlessly continue moving the team forward. At the end of the day my prior organization isn't paying me to say that the team still makes me proud. The team's actions and their continued communication tell me this and give me the greatest feeling of success despite the situation. In my efforts to establish credibility within my new team and organization I've undertaken various initiatives. Whether it's confronting tough situations, rectifying long-standing issues, or earning recognition from colleagues, each small victory contributes to my sense of accomplishment in this role. Even the smallest fraction of praise in comparison with this note is viewed as a significant success, affirming my progress and impact within the team. As I reflect on the message and the journey it inspired, I'm reminded of the profound impact that genuine connections and effective leadership can have on both individuals and teams. While transitions and challenges may test us, it's the resilience and determination to persevere that truly define our success. Moving forward, I carry with me the lessons learned, the bonds forged, and the unwavering belief in the power of teamwork. I continue to embrace the journey ahead, with gratitude for the past and optimism for the future.

Executives If you're doing it right....the Board is setting the strategic direction (with your input, not your control or direction). If you're doing it right .... you've made sure the staff authentically feel a sense of ownership and shared purpose in that vision. If you're doing it right .... the senior staff hold the strategy for how best to deploy you as the executive in bringing the vision to life. The entire world of your company/organization should not sit on your shoulders.

It started out as a rainy-day-indoor-scavenger hunt with my kids. It turned into way too many things on my kitchen floor. They were excited to play—until it was time to put the things away. I see a lot of similarity with my clients. They’re often excited to add —new strategies, new programs, new metrics. Then, I ask what they will STOP doing and put away to make room for the new… which always requires much more discipline than inventing. What got us here won’t get us there…and here are just a few things I see that need to be put away… -the old recognition/reward/pay/promtion structures that focus on tenure rather than contributions and outcomes -associating time worked with value created (and charging the client as if that’s true) -expecting managers to know how to lead without proper development -treating every client like they’re the most important (yep, I said it) -manual processes that require high levels of institutional memory What would you add? #focus #leadershipdevelopment #strategicplanning #buildingplacespeoplewanttowork

After 40 years inside companies, Niel Golightly had an unexpected career shakeup. By connecting with advisors and reflecting deeply, he uncovered new motivation to help other leaders maximize their potential. Now he pays it forward as an ICEO Executive Advisor. With the right support, transitions create possibilities. Read about his journey here. #careertransition #executivetransition

Looking back as the CEO. In conversation with a LEAP Advisory Partner… As a new CEO, it's easy to feel overconfident, to think you should have all the answers and that you do—you shouldn’t, and you don’t. Surround yourself with trusted advisors, especially those who have walked in your shoes as CEOs. Hire people smarter than you, but don’t rush to fill the position, take time to make the right hire. The nature of your relationship with your Board Chair cascades through the entire organization, if trust is broken, it can never be repaired.   And most importantly—enjoy the journey because it will fly by.

Taking on a New Identity When You Become a Director Becoming a director marks a significant shift in your professional journey. Whether you're a new appointee, an independent non-executive, or a senior executive joining the board, the responsibilities and expectations are entirely different from those of a manager or consultant. As a director, you take on joint and several liability, navigate short-term and long-term priorities, and make strategic decisions that will shape the future of the organization. It's a role that demands a new level of scrutiny and public visibility. Key Points to Consider: * Challenges of the new role * Managing changes in status and relationships * Balancing dual responsibilities * Developing new skills and awareness * Understanding the culture and operating procedures of the board Whether you're transitioning from within or joining from outside, it's essential to manage this change effectively. Discussing expectations with your chairman and undergoing a formal induction process can help smooth the transition. Curious about how to navigate this transformation? Check out my latest article for insights and practical steps to succeed in your new role as a director. Read the full article here: https://lnkd.in/ecs7sKzh #NewDirector #LeadershipTransition #ExecutiveRole #BoardMember #CorporateGovernance #DirectorResponsibilities #CareerDevelopment #Boardroom #ExecutiveLeadership #ProfessionalGrowth #StrategicDecisions #DirectorTraining #CareerAdvancement #ManagementVsLeadership #CorporateStrategy #NewIdentity #DirectorSkills #BoardResponsibilities #ExecutiveSuccess #LeadershipChallenges #Governance #DirectorInduction

Attention ‼️🚨‼️ Assistant Managers - Managers, Sr Managers AVPs and VPs Are you stuck in the middle management roles? Yes Middle Management is the toughest zone to be in . You have to be strategic yet have no power to impact this zone. So what can you do ? How can you scale your career? Two big areas 1️⃣Try aligning your projects to Business Objectives by Management 2️⃣Get a Mentor Whether outside office or inside- a me tor can make tremendous difference in your career. What do you think ? 🤔 Do you feel stuck at Middle Management Layer? 💭 Type your comments and problem you face and I will DM you to help you get Unstuck. Also follow me here https://lnkd.in/gYK2Zj3w for latest updates