The Dotted Line Dilemma: Leading Effectively in Matrix Organizations (Leadership Challenges 6/7)

The days of clear, siloed hierarchies are fading. In today’s complex business environment — where projects span geographies, products, and functions — leaders are increasingly working in matrixed organizations. In these structures, dotted line reporting has become common.

A dotted line reporting relationship means an employee has a primary manager (the solid line) and a secondary manager (the dotted line). The solid-line manager holds ultimate accountability, while the dotted-line manager influences goals, priorities, and performance. In theory, this structure fosters collaboration, agility, and cross-functional alignment. In practice, it often creates confusion, competing priorities, and blurred accountability.

For executive leaders, the dotted line is both an opportunity and a challenge. Done well, it accelerates collaboration and breaks down silos. Done poorly, it drains energy, slows decision-making, and leaves employees caught in the middle. I recently worked with a VP whose product managers each reported a solid line to her and a dotted line to regional sales leaders. The intent was to keep product and customer needs aligned, but instead, employees felt torn between short-term sales demands and long-term product strategy. With clear agreements on decision rights and regular triad check-ins, the team shifted from conflict and burnout to better trust and alignment — a reminder that the dotted line itself isn’t the issue, but how leaders manage it.

Benefits of Dotted Line Reporting

1. Stronger Collaboration Across Functions. When dotted lines work, they encourage knowledge-sharing and break down silos. Employees gain direct access to leaders in other functions, which strengthens alignment and helps them see how their work impacts the bigger picture. This model can support enterprise thinking — something matrix structures were designed to achieve.

2. Flexibility and Agility. A dotted-line manager can step in when the solid-line manager is unavailable or specialized expertise is required. This flexibility helps organizations move faster and make better decisions without being bottlenecked.

3. Broader Development for Employees. Employees exposed to multiple leaders receive a wider range of coaching, feedback, and perspectives. This can accelerate development — particularly in areas outside their functional “home base.”

Challenges Leaders Must Address:

1. Confusion and Competing Priorities. Employees often struggle to know whose requests take priority. Without clear agreements, they may waste time managing politics rather than the work.

2. Conflict Between Managers. If solid and dotted line managers aren’t aligned, employees can feel like they’re stuck between competing agendas. Research on matrix organizations (HBR, Problems of Matrix Organizations) shows that unresolved conflicts at the top cascade into stress and inefficiency at lower levels.

3. Accountability Gaps. When performance suffers, leaders sometimes point fingers rather than own responsibility. Without clarity, employees can feel unsupported and unsure of what success looks like.

Leadership Strategies for Success

1. Establish Crystal-Clear Roles and Responsibilities. Leaders must explicitly define what falls under the solid line versus the dotted line. Who owns performance reviews? Who sets priorities? Who provides coaching and feedback? Clarity removes guesswork and builds trust.

2. Align and Communicate Consistently. Managers in dotted line relationships must commit to regular alignment. Whether it’s a quick sync before big deadlines or monthly check-ins, the goal is to speak with “one voice” to employees. Mixed messages erode confidence and credibility.

3. Prioritize the Employee Experience. The burden of navigating dotted lines shouldn’t fall on employees. Leaders must proactively manage potential conflicts, provide guidance, and shield employees from being pulled in competing directions.

4. Build a Culture of Feedback and Transparency. Dotted line reporting works best in environments where open dialogue is encouraged. Continuous feedback — not just during formal reviews — ensures employees know how they’re doing and where to focus.

5. Use Check-ins as a Leadership Tool. Short, frequent check-ins across solid and dotted line managers help maintain alignment. They also give employees a chance to raise issues early, reducing the risk of burnout or disengagement.

Dotted line reporting is not a problem to be solved but a reality to be managed. In today’s matrixed organizations, the dotted line can either accelerate collaboration or create frustration. The difference lies in how leaders approach it. By setting clear roles, aligning consistently, and prioritizing the employee experience, executives can turn dotted-line reporting into a powerful tool for integration and growth. At its best, the dotted line isn’t a weakness in structure — it’s a bridge that connects functions, strengthens teams, and drives organizational success.

Quote of the Day: “Clarity affords focus” -Thomas Leonard

Reflection Question: How has dotted line reporting played out in your organization — as a bridge to collaboration or as a source of tension? Comment and share below; we’d love to hear from you!

The next blog in this series 7/7 will focus on managing managers.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and navigate tricky situations, contact me

How do you lead your dotted line?

From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

We’ve explored what strategy is, how to think strategically, and how to make time for it. Now comes the most critical part — turning insights into reality.  A strategic plan is your roadmap for your vision; it’s where bold ideas meet disciplined execution. Without it, even the best strategy remains a wish.

 Why Strategic Planning Matters

Strategic planning is not a corporate ritual or a PowerPoint exercise. It’s a process of alignment — connecting purpose, priorities, and people so everyone pulls in the same direction. Think of it as the leadership equivalent of going from “Why” to “What” to “How.”

·      Why clarifies your purpose and vision.

·      What defines your focus areas and success metrics.

·      How outlines the actions, timelines, and resources needed to get there.

 As Peter Drucker once said, “Plans are only good intentions unless they immediately degenerate into hard work.”  Strategic planning is that hard work – and it’s worth doing well because it’s where real leaders shine.

 Let’s explore an 8-step process:

 Step 1: Start with Purpose and Vision 

Every effective plan begins with a purpose that gives meaning; the why that inspires action. For example, a Chief Human Resources Officer (CHRO) might define their purpose as:

·       “To enable the organization to attract, develop, and retain exceptional talent that drives sustainable growth, innovation, and belonging.”  That purpose connects business performance with human potential. 

 Next comes the vision — a vivid picture of success in three years: 

·       “A high-performing, values-driven culture where people thrive, leaders grow, and the business excels.”

 When purpose and vision are compelling, they anchor every subsequent decision.

 Step 2: Assess Where You Are. 

Before deciding where to go, leaders must confront the current reality.  Use a SWOT (Strengths, Weaknesses, Opportunities, Threats) or SOAR (Strengths, Opportunities, Aspirations, Results) analysis to anchor the conversation.  For our CHRO example:

·      Strength: Strong employer brand in key markets

·      Weakness: Inconsistent manager capability across regions

·      Opportunity: Use AI for predictive talent insights

·      Threat: Tight labor market for niche skills

 This simple assessment builds credibility, exposes blind spots, and aligns the team around the real starting point.

 Step 3: Define Strategic Priorities. 

Strategy is about focus, not everything. Choose three to five priorities that will most advance your vision.  For a CHRO, these might be:

·      Build a future-ready workforce

·      Elevate the employee experience

·      Strengthen culture and belonging

·      Modernize HR systems and analytics

·      Strengthen HR partnership and credibility

 Each priority represents a chapter in HR’s evolution — from a support function to a strategic driver of organizational success and a true force multiplier for the business.

 Step 4: Set Goals for Two Horizons. 

Great leaders think in dual horizons, balancing near-term execution with long-term transformation.  Example:

·      Focus for 1-year execution plan: Build foundation. Example: Launch leadership programs, integrate HR data, establish belonging index

·      Focus for 3-year strategic roadmap: Achieve transformation. Example 80% of key roles filled internally, engagement +8 pts, HR recognized as a strategic partner

 This dual approach ensures quick wins while keeping an eye on the long horizon — a practice that separates operators from true strategists.  If your strategy can be achieved in less than three years, it may not be ambitious enough to be truly transformative. The most meaningful strategies stretch your organization’s capacity — requiring time, focus, and sustained commitment. A strong plan typically aims for significant headway in the first year (around 50%), not slow, even progress. Momentum builds confidence; inertia erodes it. If the first year ends without meaningful traction, it’s worth re-evaluating — either double down and renew effort or refine the goal entirely. Strategy is only as powerful as the discipline and intensity behind it.

 Step 5: Create Measurable Goals & Initiatives.

Once you’ve defined your strategic priorities, it’s time to translate each one into concrete goals that move the organization forward. A great plan doesn’t just list ambitions—it names the specific results you’re working toward, how you’ll get there, how success will be measured, and who will make it happen.

For each priority, define:

·       Objective: What success looks like

·       Initiatives (3-5): How you’ll get there; the levers you’ll pull

·       Metrics: How you’ll measure progress; both leading and lagging indicators

·       Ownership: Who’s accountable, and who are named collaborators

·       Timeline: Q1-Q4 gates; annual checkpoint.

 For example, under Elevate the Employee Experience, the objective might be to build a cohesive, inclusive, and engaging employee journey. The initiatives could include redesigning onboarding and performance systems and launching quarterly pulse surveys to capture feedback. Metrics such as onboarding satisfaction above 90% and engagement scores increasing by 8 points make progress tangible.

 When metrics connect to meaning, people rally behind them – because they can see, feel, and measure their impact.  A good strategic plan pairs clarity with intensity. Each initiative should stretch the organization just beyond its comfort zone — enough to build capability and confidence. The work should feel both achievable and catalytic, driving visible transformation, not incremental change.

 Step 6: Align People and Resources

Even the best strategy will falter without alignment. Assign ownership for every initiative, clarify resources, and surface potential barriers early. The CHRO might partner with Finance on workforce planning, Technology on HR data systems, and Communications on storytelling and change management.

 Strategic plans succeed when everyone sees themselves in the story — when it’s clear who’s driving, who’s supporting, and how success will be shared.

 Step 7: Build Reflection and Adaptation into the Process

A strong plan isn’t static; it evolves. Conduct quarterly reviews to check progress and annual refreshes to recalibrate direction. Ask:

·      What’s working and what’s not?

·      What’s changed in our business environment?

·      What must we start, stop, or continue?

As Intel’s Andy Grove said, “Bad companies are destroyed by crisis, good companies survive them, great companies are improved by them.” Strategic plans that breathe — learning and adapting — are the ones that endure.

 Step 8: Tell the Strategic Story

Once your plan is written, don’t shelve it — share it.  Leaders who communicate strategy clearly build alignment, trust, and momentum.

 Your plan should read like a story:

·      Here’s where we are.

·      Here’s where we’re going.

·      Here’s what success will look like when we get there — together.

 For our CHRO, that narrative might sound like this: Our people strategy is our business strategy. We’re investing in leadership, inclusion, and technology to ensure our workforce is ready for today and resilient for tomorrow.

 Strategy without execution is hope; execution without intensity is motion. The best leaders drive both — clarity of purpose and urgency of action.

Quote of the Day. “A goal without a plan is just a wish.” – Antoine de Saint-Exupéry

Reflection Question.  What’s one strategic priority you could clarify today — and what small step would make it real within the next 90 days? Comment and share below; we’d love to hear from you.

 As a Leadership Coach, I partner with executives to translate vision into strategy and strategy into results. Contact me if you would like to connect.

How do you strategically plan?

Impromptu Readiness: Speaking with Confidence on the Spot (Executive Comms Series 7/9)

Even the best-prepared executives get put on the spot: a board member asks for your perspective, the CEO calls on you mid-meeting, or a peer wants your quick take in the hallway. In these moments, you don’t have slides, notes, or time to rehearse. What you do have is your presence — and a few simple frameworks that help you think and speak clearly in real time.

Strong leaders know impromptu communication is not about perfection. It’s about composure, clarity, and confidence under pressure.

Frameworks for Impromptu Speaking

1. PREP (Point, Reason, Example, Point)

• Point: State your headline clearly.

• Reason: Explain why it matters.

• Example: Share a short story or data point.

• Point: Restate your headline.

Example: “Retention is our biggest risk right now. That matters because customer churn drives revenue loss. For instance, our Q2 churn rose by 4%. That’s why we need to double down on customer success.”

2. Pros → Cons → Recommendation. Great for answering tough questions on decisions. Lay out both sides, then share your judgment.

Example: “The upside of Option A is speed; the downside is higher cost. The upside of Option B is savings; the downside is slower execution. Given our growth priorities, I recommend Option A.”

3. Past → Present → Future. Ideal when asked about progress, strategy, or timing.

Example: “In the past quarter, we stabilized operations. Right now, we’re focusing on scaling efficiency. Going forward, our priority is automating to reduce costs.”

Techniques to Show Composure

• Pause Before Responding. Silence feels long to you, but it signals confidence to others.

• Keep It Short. Two minutes is usually enough; avoid rambling or drifting to other topics.

• Signal Structure Out Loud. Phrases like “There are two options” or “Let me share three quick points” help the audience track with you.

• End with a Clear Takeaway. Don’t trail off — close with your key message.

Example in Action

In a recent executive offsite, a leader I worked with was unexpectedly asked for her perspective on a new product rollout. She paused, smiled, and said, “I’ll share this in three parts — past, present, and future.” In under two minutes, she outlined what the team had learned from past launches, where they stood today, and what she saw as the next priority. The room leaned in — not because her points were revolutionary, but because her delivery was crisp, confident, and structured.

Impromptu readiness is not about having all the answers — it’s about having enough structure to deliver clarity under pressure. With frameworks like PREP, Pros–Cons–Recommendation, and Past–Present–Future, you can turn surprise questions into opportunities to show composure, credibility, and executive presence.

Reflection Question: When you’re put on the spot, do you default to rambling - or can you rely on a structure that helps you shine?  Comment and share below; we’d love to hear from you!

Quote of the Day: “In the moment of decision, the best thing you can do is the right thing.” – Theodore Roosevelt

The next blog in this series 8/9 will focus on effective disagreements at the exec. level.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you think on your feet?

Prep Work: The Hidden Advantage in Executive Communication (Executive Comms Series 5/9)

Strong executive communication looks effortless. But the secret behind every confident boardroom presentation or crisp CEO update isn’t natural talent — it’s preparation. The leaders who appear most fluent and persuasive are the ones who did the hard work beforehand: sharpening their thinking, anticipating questions, and aligning with their audience.

Preparation is not about over-rehearsing. It’s about creating clarity for yourself so you can deliver clarity for others.

Step 1: Clarify Your Core Message.  Before building slides or speaking points, ask: What is the one message I want them to walk away with?  From there, identify three main points that support your message. (Think of them as folders — labels first, details later.) Ask yourself:

• What data, stories, or examples illustrate each point?

• How do these points connect to the bigger business priorities?

• What’s my “ask” at the end?

When you know your main message and supporting points, your communication gains structure and impact.

Step 2: Know Your Audience.  Not all executives want the same level of detail. A great communicator flexes to match the audience’s style and priorities. For example,

• Commanding leaders appreciate directness and speed.

• Logical leaders want data and reasoning.

• Inspirational leaders look for vision and possibilities.

• Supportive leaders value collaboration and buy-in.

Preparation means anticipating what matters to your audience: What are their goals? What concerns might they raise? How will this impact their function or the company as a whole? When you connect your message to their priorities, you earn attention and credibility.

Step 3: Anticipate Questions.  Executives will test your ideas with questions. Anticipate them. Write out the hardest questions you think they’ll ask — then draft crisp, confident answers.

Ask yourself:

• What risks will they want to understand?

• What trade-offs will they probe?

• What assumptions might they challenge?

Having thought through answers in advance allows you to respond with composure and authority rather than scrambling on the spot.

Step 4: Draft, Outline, Then Bullet

Think of prep as writing in layers:

1. Draft it all out to clarify your thinking.

2. Outline to organize structure.

3. Reduce to bullets so you can speak conversationally.

This layered prep helps you be clear without sounding scripted.

Step 5: Rehearse With Others.  Don’t just practice alone. Run your presentation by a trusted peer or team member. Ask them: What’s clear? What’s confusing? What questions did you have? Their feedback will reveal blind spots and sharpen your delivery.

Preparation is the hidden advantage in executive communication. It transforms nervousness into confidence, messy updates into clear stories, and scattered details into sharp takeaways. The best leaders don’t wing it — they prepare deeply, then deliver simply.

Reflection Question: Where would a little more prep elevate your next executive communication the most? Comment and share below; we’d love to hear from you.

Quote of the Day: “By failing to prepare, you are preparing to fail.” – Benjamin Franklin

The next blog in this series 6/9 is on proactive communication with stakeholders.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills, contact me to explore this topic further.

How do you prep for exec. comms.?

Executive Communications: Speaking with Clarity, Confidence, and Impact (Executive Comms Series 1/9)

At the executive level, communication is leadership. It’s how you inspire confidence in the boardroom, align peers across the C-suite, and guide your team through complexity and change. Yet too many leaders underestimate its power — or reduce it to polished presentations. In reality, executive communication is one of the most critical and underrated skills for leaders, as it shapes how others perceive their competence, credibility, and readiness for greater responsibility.

Strong executive communication isn’t about being rehearsed; it’s about being clear, concise, structured, and human. At the highest levels, people do not have time to sift through ambiguity or wait for you to “get to the point.” They want to know: What’s the headline? What are the options? What do you recommend? And how will this impact the business? Leaders who answer those questions directly and authentically don’t just communicate - they influence outcomes.

Four Principles for Executive Communication

1. Clarity.  Start with your purpose or goal. What do you want the listener to walk away with? Senior executives process a constant flow of information - if you do not lead with clarity, your message will get lost. Think in headlines, not paragraphs.

Instead of: “We’ve been running into some inefficiencies with the vendor, and we’ve looked at several options, and here’s where we’re leaning…”
Try: “We’ve narrowed vendors to three options — here’s our recommendation and why.”

Of course, you want to keep in mind who your audience is and what they are seeking. If context is essential, make that brief, then delve into options and recommendations.

Structure matters. Neuroscience shows our brains like to receive information in chunks. Label your folders first (e.g., three priorities, two risks, one recommendation) before explaining. Transition with precision so the audience knows where you are. E.g., “Before moving on to my second point, any questions you might have?” If people can repeat two out of three of your points, you’ve succeeded.

2. Conciseness.  Concise does not mean oversimplified; it means cutting through noise. Avoid burying the lead or drowning in detail. Lead with the answer, then layer in context if asked or needed.

Example: “The pilot increased customer retention by 8%. To scale, we need additional resources. Here are the three scenarios of our growth path…”. This shows strategic thinking by anticipating the best, middle, and least desirable paths.

Concise leaders respect others’ time and signal confidence in their message.

3. Collaboration.  Executive communication is not a monologue — it’s a conversation. The best leaders create space for dialogue, pause to consider reactions, and invite others in. Ask clarifying questions like: “Would you like me to share the context or jump into the recommendation?”  This allows others to co-create the outcome and fosters alignment.

4. Connection.  Do not just transmit information - build rapport. Leaders who connect authentically stand out in boardrooms often filled with data-heavy slides. Be human. Start with appreciation. Share a quick acknowledgment or observation. Comment in a Slack thread to reinforce alignment. As Maya Angelou said, “People will forget what you said, but they will never forget how you made them feel.”

Additional Practices That Elevate Executive Communication

·       Frame and Reframe. Gregory Bateson’s concept of framing highlights how you say something often shapes its impact more than what you say. A “frame” signals how others should interpret the conversation. For example: “I’d like to check alignment on process” sets the frame as collaborative, not corrective. Reframing is equally powerful when dynamics shift: For instance, “Instead of seeing this as a setback, let’s view it as feedback on what’s working and what isn’t” turns frustration into learning. Or: “This isn’t about assigning blame - it’s about uncovering what will help us succeed next time” moves the tone from defensive to forward-looking.

·       Provide Context.  Senior leaders juggle countless priorities - they will not always remember the details of past discussions. Anchor them quickly:  “As we agreed last month…” or “This builds on the pilot we launched last quarter.”  Context helps them connect the dots without having to dig.

Always link back to the bigger picture and bottom-line impact: “Here’s how this decision affects revenue, customer trust, and our long-term positioning.”  Context is not clutter - it’s a compass that shows why the issue matters now and where it leads next.

·       Command the Room. Strong leaders do not just dominate the conversation - they direct it. Set the pace and focus by managing Q&A with confidence: pause before answering, defer off-track details, and keep attention on outcomes. For example: “That’s an important point—let’s capture it for follow-up, and for now stay with the decision at hand.”  This signals control of the flow while respecting contributions.

Commanding the room also means knowing when to open the floor. A well-timed pause - “Let’s make sure others have space to weigh in” - shifts the tone from one-way authority to shared dialogue. The real mark of presence is not just steering discussion; it’s creating a space where others want to lean in.

Executive communication is not about being the loudest or most polished voice in the room. It’s about being clear, structured, concise, collaborative, and authentic. The leaders who excel at it make others’ jobs easier — they create clarity in complexity, surface decisions, and build alignment. That’s what makes them trusted voices at the table.

Reflection Question: How will you ensure your next executive communication leaves leaders confident in both you and your message?  Comment and share below; we’d love to hear from you!

Quote of the Day: “The art of communication is the language of leadership.” – James Humes

The next blog in this series 2/9 will focus on communication essentials.

As a leadership development and executive coach, I work with leaders to sharpen their executive communication skills. Contact me to explore this topic further.

How do you ensure your message is clear?

Coaching in the Age of AI: Why the Human Advantage Still Wins

AI is reshaping professions across the board - including coaching. But here’s the forward twist: instead of seeing AI as a threat, coaches who embrace it as a co-pilot gain the upper hand. AI works best when it supports - and amplifies - the deeply human elements that only skilled coaches bring: empathy, presence, intuition, and transformational connection.

How Coaches Can Leverage AI Smartly

1. An Idea Incubator for Career Growth.  When a client wants to stretch into new territory, AI can generate a buffet of possibilities - conferences, MOOCs, emerging skills, and professional groups. The real coaching moment comes when you sift, prioritize, and co-design the path forward, turning options into ownership.

2. Strategy on Demand.  AI can surface frameworks, industry trends, and case studies at the click of a button. But it takes a coach to slow the conversation down and ask: Which of these models actually fits your reality? What assumptions do we need to challenge? That’s where “data” becomes wisdom, and there is an opportunity to turn the abstract into action.

3. Language for the Hard Stuff.  For difficult conversations, AI can sharpen tone and clarity in a draft email or script. You, however, guide the heart of it: What’s the impact you want this to have on the relationship? How do you want to be remembered after this exchange?

4. Rapid Diagnostics.  AI can quickly critique a client’s go-to-market deck or presentation for gaps or blind spots. The coach then pushes deeper: What surprised you? How might stakeholders react differently from what you expect? The shift from “feedback” to “foresight” is purely human.

Why Humans Still Hold the Competitive Edge

·      Empathy That Truly Lands. AI can mimic warmth, but it can’t sit in the fire with a client. A coach notices the tremor in a voice, offers a pause that conveys 'I see you,' and holds the kind of presence that fosters psychological safety. Amy Edmondson’s research at Harvard shows that safety is the bedrock of learning and growth.

·      Connection That Rewards the Brain.  Neuroscientist Matthew Lieberman’s work proves what we intuitively know: human connection lights up the brain’s reward centers. A coach remembers milestones, senses doubt in a client’s tone, or sends a quick text of encouragement. AI responds; humans resonate.

·      The Power of Strategic Silence.  AI rushes to fill the gap. Coaches honor it. Sit with a client long enough, and their second thought - or their truer thought - finally emerges. Silence isn’t empty; it becomes a partner in discovery. AI fills gaps quickly; coaches honor the space that invites revelation.

·      Conversations That Create. A metaphor pulled from your own life, a laugh that eases tension, a surprising reframing - these sparks come from two humans being in real-time exchange.  AI mirrors: coaches make meaning.

·      Whole-Person Context.  Coaches hold the story behind the story: the client as a parent, partner, leader, dreamer. We weave threads across roles and histories. AI sees inputs; humans see the human and sense the story beneath the words.

·      Adaptive Dialogue.  Mid-conversation, a coach follows an intuition: Seems like that pause might matter – would you like to explore it?  Or pivots when a client lights up about something unplanned. Coaching is jazz, not sheet music. AI follows instructions; coaches improvise, redirect, and reshape.

·      Reading What’s Unspoken. A tightening jaw, an eye that flicks sideways, a cracked voice—these are invitations to dig deeper. Research in embodied cognition shows emotions live as much in the body as in the mind. Coaches read both. AI can’t.

We are also seeing how fast AI is advancing, so I would not be surprised if, in a short time, AI does not continue to make gains in some of the areas listed above. 

Research Underscores the Human + AI Partnership

Studies confirm AI works best as a co-pilot, not a replacement. It helps coaches scale, personalize, and streamline—but the relational and intuitive remain human territory. 

• Geoffroy de Lestrange of Speexx calls AI a catalyst: tailoring learning and automating admin, while “people remain at the core.”

• CoachHub’s Aimy and similar bots help clients practice conversations, but they can’t replicate the empowerment found in human coaching relationships.

AI is a powerful ally - quick, resourceful, and scalable. But empathy, intuition, presence, and the courage to sit in silence are still human terrain.

The future belongs to coaches who let AI handle the scaffolding while they bring the soul. In the age of AI, coaching isn’t diminished. It becomes both high-tech and deeply human.

Reflection Question: What’s one way you could bring AI in as your co-pilot this week - and where will your human touch be irreplaceable? Comment and share below, we’d love to hear from you!

Quote of the Day: “Combining the rationality of machines with the emotional wisdom of humans makes tomorrow’s coaching both high-tech and deeply human.” —Geoffroy de Lestrange

As a leadership development and executive coach, I partner with leaders to maximize their potential and elevate their impact, contact me to explore further.

How do you best partner with AI?

Building Trust and Credibility in Your First 90 Days (New Executive Series 4/4)

Trust and credibility are the cornerstones of effective leadership, and as a new executive, your first 90 days are critical for building both. Success isn’t achieved through grand gestures but through consistent actions demonstrating your competence, authenticity, and alignment with the organization’s goals. We’ll uncover why trust and credibility matter, how to establish them quickly, and the key steps to lay a strong foundation for lasting impact.

 Why Trust and Credibility Matter

1. Trust Unlocks Collaboration. Teams are more willing to share ideas, take risks, and work collaboratively when they trust their leader. According to Stephen M.R. Covey in The Speed of Trust, trust is a performance multiplier that accelerates results.

2. Credibility Drives Influence.  Without credibility, it’s difficult to lead effectively. When others see you as knowledgeable, reliable, and aligned with organizational values, your ability to influence decisions and drive change increases significantly.

3. First Impressions Last.  Research shows that people form lasting impressions quickly. The actions you take (or fail to take) in your early days will shape how others perceive you as a leader.

How to Build Trust and Credibility Quickly

1. Show Competence Through Results.  Early wins are essential for demonstrating your capability. Focus on high-impact areas where you can quickly make a positive difference. For example:

o   Identify a pressing issue and create a clear plan to address it.

o   Deliver on small, visible commitments to show you follow through.

2. Listen More Than You Speak.  Listening signals respect and helps you understand the organizational landscape. Ask thoughtful questions to learn about your team’s challenges, priorities, and aspirations. Key Questions to Ask:

o   “What’s working well that we should build on?”

o   “What challenges are holding the team back?”

o   “How can I best support you in your role?”

3. Be Transparent and Authentic.  Authenticity builds trust. Be honest about what you know, what you don’t, and your intentions. If you need more time to make a decision, say so.

4. Align Your Actions With Company Values. Understand the organization’s mission, vision, and values—and model them in your behavior. For instance:

o   If the company values collaboration, actively seek input from others.

o   If innovation is a priority, champion new ideas and celebrate creative thinking.

5. Communicate Consistently and Clearly.  Credibility grows when you communicate effectively. Share updates regularly, set clear expectations, and keep stakeholders informed. For example:

o   Provide a 30-60-90-day plan to outline your focus areas.

o   Hold regular check-ins with your team and key stakeholders.

6. Acknowledge Mistakes and Learn From Them.  No leader is perfect, and mistakes are inevitable. Own up to them quickly, take responsibility, and outline what you’ll do differently moving forward. This humility demonstrates integrity and fosters trust.

Behaviors That Undermine Trust and Credibility

1. Overpromising and Underdelivering.  Don’t commit to more than you can deliver, especially in your first 90 days. Unrealistic promises can erode trust quickly.

2. Acting Without Understanding. Jumping to conclusions or making changes without context can alienate your team. Take the time to listen and learn before acting.

3. Avoiding Difficult Conversations.  Trust requires honesty, even when it’s uncomfortable. Avoiding tough conversations signals a lack of accountability and weakens your credibility.

The Long-Term Benefits of Trust and Credibility

1. Stronger Team Dynamics.  A foundation of trust encourages open communication, collaboration, and mutual respect.

2. Enhanced Influence.  Credible leaders are more likely to gain buy-in from stakeholders, enabling them to drive meaningful change.

3. Sustainable Success.  Building trust early creates a culture of support and alignment that sustains long-term results.

In your first 90 days as a new executive, trust and credibility aren’t optional—they’re essential. By listening, delivering results, and modeling authenticity, you’ll build a foundation that enables you to lead with confidence and impact.

Quote of the Day: "Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships." – Stephen R. Covey

Question of the Day: What’s one action you can take this week to strengthen trust with your team or stakeholders? Share your thoughts in the comments—we’d love to hear from you!

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you build and keep trust?

Redefining Success: Crafting a Life on Your Own Terms (Leadership Brand Series 4/6)

Success is a word that often evokes images of wealth, recognition, and social status—ideas we’ve absorbed over the years from society, media, and education. But while these definitions are pervasive, they can also be restrictive, confining us to a narrow view of what it means to live a fulfilling life. When we look deeper, success becomes something far more personal and multifaceted. Real success lies in achieving goals that resonate with our core values and in building a life aligned with our unique aspirations.  

Moving from an "Outside-In" to an "Inside-Out" Definition of Success

Many of us adopt an “outside-in” definition of success early on, focusing on what society deems valuable—status, money, admiration. This can lead us to pursue goals that fulfill others’ expectations rather than our desires. When we define success for ourselves, we create an “inside-out” perspective based on our values, passions, and aspirations.

Here are some steps to help you explore your unique definition of success: 

1. Reflect on Your Core Values.  The first article in this series covers this topic.  Start by identifying your core values. Is integrity, kindness, creativity, or growth important to you? When success aligns with these values, it brings lasting fulfillment. For instance, if your core value is growth, success might involve learning and self-improvement rather than reaching a specific career title.

2. Think About the Impact You Want to Make.  Success isn’t only about what you gain but what you give. Consider the impact you’d like to make in your community, industry, or family. Impact does not have to mean major world changes—it could be as simple as supporting others, raising a loving family, or fostering a positive work environment.

3. Imagine the Lifestyle You Envision.  Envision the lifestyle that would make you feel successful. Would it involve travel, a slower pace, or a high-energy, entrepreneurial drive?  Success can be about having time for hobbies, enjoying meaningful relationships, or maintaining a healthy balance between work and personal life.

4. Explore Both Personal and Professional Goals.  It’s important to view success holistically, incorporating personal and professional aspirations. While your career might bring professional success, a fulfilling personal life is equally valuable. Tennis star Roger Federer, for example, balanced a high-achieving athletic career with being a committed husband and father, showing that success encompasses multiple facets of life.

5. Embrace Daily Progress Over Perfection.  Darren Hardy’s perspective on success as “rent that’s due every day” reminds us that success is not a static end goal. It’s a continuous process of growth and improvement. Success is not about flawless achievement but relatively steady, meaningful progress towards what matters most to you. 

A New, Sustainable Model for Success can incorporate these 3 elements:

• Well-Being: True success includes physical and mental health. If achieving your goals means neglecting your health, it’s unlikely to feel fulfilling in the long run.

• Wisdom and Wonder: Success is also about lifelong learning and a sense of curiosity. When you appreciate life’s small moments, you create joy in the journey itself.

• Contribution: Meaningful success involves making a positive impact. Whether it’s helping others in your community or contributing positively to your work environment, contribution adds a layer of purpose to your achievements.

Success and Happiness: The Connection

The relationship between success and happiness is often misunderstood. Some view success as a pathway to happiness, while others find it in the process.  Adam Grant’s research suggests that when we prioritize internal goals, like personal growth, kindness, and health, we experience greater happiness and well-being than when we focus on external rewards like fame or wealth. In other words, happiness and success are closely linked when we define success in a way that aligns with our values.

Success isn’t solely about accomplishments; it’s also about the quality of the journey. Finding happiness in everyday progress, connecting with others, and pursuing work that resonates with us creates a richer, more fulfilling version of success.  As Phil Jackson wisely noted, “You’re only successful at the moment when you perform a successful act.”

Success is not a single, universal measure. It’s a highly personal journey, one that should be aligned with your own values, passions, and goals. Real success is about crafting a life that resonates deeply with who you are and what you care about. Define it for yourself, live it each day, and find fulfillment in the journey—not just the destination.

Reflection Question: What does success mean to you today, and how can you begin to live by that definition more fully?  Comment and share below; we’d love to hear from you!

Quote: "Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful." — Albert Schweitzer

As a leadership development and executive coach, I work with leaders to develop their leadership brand and define success, contact me to explore this topic further.

The next blog in this series, 5/6, will focus on defining your leadership style.

How do you define success?