Got asked by a CEO today: How do I help my managers who are high potential (but likely overwhelmed) level-up quickly, when I’m also short on time myself?

Don& #39;t jump to hiring exec coach, or recommend yet another leadership book.

Do follow a more immediate + practical route...

(1) Identify the 1 - 2 things you anticipate they’ll struggle with most. It& #39;ll differ for each person, and depend on role and experience, but you& #39;ll have a hunch.

Examples: Getting too in the weeds of the work. Being too passive in an area they don’t feel they’re an expert.

(2) Ask them to reflect at the end of each week and write a brief journal entry rating themselves on how they performed in those areas (scale 1 - 5), what they observed about themselves, what differed from their original expectations about the role...

(3) During your weekly or bi-weekly 1:1 with them, discuss this reflection with them.

Based on what they shared, can you point out or recommend things that they didn& #39;t think of? What areas are you noticing progress in? What should they try next time?

In short: The greatest learning for your managers will come from (1) Direct awareness about what to focus on (the tendency for new managers is to focus on 5 - 10 things instead of 1 -2) and (2) Observing themselves on these areas (change in behavior starts w/ observing behavior).

Sure, yes, eventually, you can recommend a coach, book, or even a self-learning platform (including https://knowyourteam.com/m/features/guides)...">https://knowyourteam.com/m/feature...

But it& #39;s no replacement for helping a new manager build the practice of self-reflection & #39;n adjustment, self-reflection & #39;n adjustment, for themselves.