They finally got it: they are in a high executive function. Whether they are senior vice-presidents or c-level executives, the assumption is clear: they are masters in their area and the type of leader who no longer needs constant accompaniment. But this is the paradox of being a senior leader: the higher you go up, the rareer the support is.
While mid -level leaders often receive structured integration programs, frequent manager engagement, direct meetings with higher levels and formal mentoring, senior leaders often enter a new function or organization and find… silence.
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They make the transition to be nourished and evaluated to operate widely on their own, expecting to perform mastery on unknown terrain. They are expected to establish vision, guide others and deliver results soon and often.
Through my executive coaching work, I noticed that this invisible support gap is one of the least recognized and noted risks in organizations today.
And yet, the lack of support can shape the performance and mental health of the same people in charge of defining the course for all others.
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We’ll talk about why this happens and how HR leadership and more senior leaders can prepare their latest executives – and their organizations – for success.
It is contrary that organizations stop investing in talent development at higher levels, because this is where the risk is higher.
Senior vice-presidents and higher levels are sailing for new power, a scope of new and broader responsibilities, and with new visibility, all without a support network.
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Reasons for lack of support for senior leaders
I observed some reasons why organizations simply do not believe that senior leaders need as much development as their early career colleagues:
The myth of mastery: The belief that executives “know what they are doing” simply because they have reached the top. They are seen as “arrived there.”
Prioritization of programs: Companies direct funds to directors and VPS, where leadership pipelines are built and turnover is greater.
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Culture of Stoicism: Admitting uncertainty is perceived as weakness when they were hired to “resolve” on their own.
Lack of demand: Senior leaders do not ask for development or support because they believe they should already have the answers.
This stoicism and resistance can lead to isolation and anxiety at the top, where senior leaders begin to question their own capabilities that led them to this high level, resulting in bad decisions or hesitation to take them.
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Those who have been promoted to these high -level positions can even fall into old habits, entering the details of execution instead of the strategy, because it is where they felt safe and how they rose in the hierarchy.
Ironically, the very capabilities that drive senior leaders up – such as trust, decision -making, and strategic focus – erode when support structures evaporate.
Five strategies to guide experienced leaders
This is why it is important to provide support in a way that corresponds to the unique realities of being a high level executive. Here are five strategies to close this gap:
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1. Normalize Executive Integration
One of the most successful senior executives I integrated had had a personalized training program that covered the history of the company and the product, the story of the team that it was hired to lead and the nuances of the company’s culture.
He was able to get a deep knowledge in these personalized sessions in the first two weeks of his management, accelerating his ability to impact.
Not every company has time to create personalized integration for each senior leader, but they need some executive integration that is broader than supplied to all new contractors. Here are some elements to be prioritized:
Specialized Integration Sessions For senior vice-presidents and higher-level leaders, focusing on expectations, company-specific leadership styles and cultural dynamics, with examples of how company values are honored in everyday leadership.
A agenda of first meetings with multifunctional stakeholders for a wide understanding of workflows between business functions.
A point of contact At the end of each day of the first two weeks to answer questions, minimizing errors and allowing the executive’s confidence to be quickly built.
2. Create confidential coaching between pairs
Every senior leader needs a safe space to test ideas without fear of judgment. Coaching that unites leaders with pairs of different functions can create this exhaust valve.
Rotation of quarterly peer-coaching partners during the first year can also expand perspectives and relationships.
In addition, consider establishing small senior leadership group forums where executives can discuss challenges in their integration or within their teams.
Such opportunities for engagement reformulate vulnerability as a strength and collaboration as the norm, reducing isolation, normalizing learning and keeping leaders responsible for their own growth.
3. Facilitates early reflection and frequently
Executives benefit from a time of structured reflection, particularly in the first six months. Perform sessions where leaders examine what is doing well, what is unclear and where adjustments are required.
Use neutral internal or external facilitators to reduce performance pressure and create space for vulnerability – even before trust is fully established.
Positioning reflection as an investment in impact acceleration will provide executives time and permission to adjust to their new function and correct the course before small problems get worse.
4. Perform 360 ° assessments focused on key intervals
Feedback does not end at the director level or VP. In fact, it is even more critical at the top, where the blind spots have organizational consequences.
Often, I witnessed senior executives hesitate to give feedback directly to a new pair, choosing instead discussing particular concerns and hoping that the individual “finds out alone.” The results-misunderstandings, poor interpretations and eventual failure-are predictable.
A better approach is to incorporate feedback into the annual integration and review process.
Perform a 360 ° evaluation to capture first impressions that can shape feedback directly and help a leader to change quickly as needed. Drive another evaluation at six months to evaluate growth and alignment.
Share the results in a constructive context and without judgments that encourage change and strengthen performance. This practice reinforces a culture of continuous learning, even at the highest levels.
5. Formalize Mentoria and Ascendant Coaching
Senior leaders need reliable guides. Sometimes it is a member of the Council; Other times it is an external coach. Embares new executives with mentors who understand the unique bets of senior leadership and can provide guidance and perspective.
Guarantee access to external coaches, which can bring not only impartiality but also insights on how to navigate the company’s new culture.
Finally, connect the new leader to council sponsors who can accelerate their understanding of the higher -level risk and the organization’s governance approach, as risk appetite throughout the company and how decisions are influenced by the expectations of shareholders and regulatory scrutiny.
This type of exposure will substantiate the leader in strategic, financial and reputation considerations that boost the priorities of the council level to help inform their own leadership and decision making.
When leaders are transparent and are supported by higher level, they can lead other levels of employees with greater clarity and confidence.
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