Making the transition from do-er to leader

Stepping into your first senior leadership role is exciting, but it can also feel exposing.

Overnight, your success is no longer just about your own performance; it’s about how well you enable others to perform. Executive coaching for new leaders exists precisely to bridge that gap, turning promising individual contributors into confident, grounded leaders.

As Marshall Goldsmith famously puts it, “What got you here won’t get you there.”  The skills that made you successful as an expert doer are not the same as those required to lead, influence and develop a team. A structured coaching relationship helps you build that new skill set faster, in a safe environment, and with far greater self-awareness.

Why executive coaching matters for new senior leaders

Research from the International Coaching Federation (ICF) consistently shows that coaching improves leadership effectiveness, decision quality and resilience. But for new leaders, the impact isespecially pronounced. You are forming habits and mental models that will shape your leadership for years and, frankly one doesn’t know what one doesn’t know!

Harvard Business Review notes that high-potential leaders often “derail” not because of lack of intelligence, but because of “interpersonal weaknesses, failure to build a team, and inability to adapt to change.” Executive coaching addresses exactly these areas:

·      Clarifying your leadership identity and style 

·      Developing emotional intelligence and influencing skills 

·      Building confidence in tough conversations and decisions 

·      Learning practical tools to align, motivate and hold people accountable 

As Peter Drucker wrote, “Management is doing things right; leadership is doing the right things.” A good coach helps you do both from day one.

The main challenges new senior leaders face

While every situation is different, most new leaders experience a common set of challenges when they first step up.

1.        Shifting from “expert” to “leader:”  You’ve been promoted because you’re good at your job. The temptation is to keep proving that by doing more of the work yourself, rather than enabling others. This leads to overwork, micromanagement and frustration on all sides.

Daniel Goleman, whose work on Emotional Intelligence transformed leadership thinking, notes that “effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence.” That includes being able to let go of control, trust others, and redefine your value as a leader.

Coaching helps you:

·      Redefine success from “I solved it” to “my team solved it.”

·      Build trust and set clear expectations so delegation feels safe.

·      Learn to coach your team, not just instruct them.

2.        Managing relationships with former peers:  One of the most emotionally delicate transitions is moving from being “one of the team” to leading the team. Power dynamics change overnight. Colleagues may test boundaries or expect special treatment. You may feel torn between being liked and being respected.

John Kotter, leadership professor at Harvard, has observed that “most people don’t lead because they’re afraid of losing friends and making enemies.” New senior leaders can feel this acutely.

A coach can help you:

·      Plan how to reset relationships and clarify your new role.

·      Practice language for tricky conversations (“I’m still me, but my responsibilities are different now…”).

·      Balance approachability with authority in an authentic way. 

3.        Having difficult conversations:  Performance concerns, missed deadlines, attitude issues, these conversations are uncomfortable, especially when you’re new. Many first-time leaders either avoid them (creating bigger problems later) or come in too strongly (damaging trust).

Kim Scott, author of Radical Candor, says, “Care personally, challenge directly.” The sweet spot is clear, direct feedback grounded in genuine concern for the person.

Coaching supports you to:

·      Structure difficult conversations so they’re firm but fair.

·      Regulate your own emotions and anxiety beforehand.

·      Anticipate reactions and respond calmly in the moment.

4.        Balancing strategic thinking with day-to-day pressure:  As an individual contributor, your horizon was mostly task-level. As a leader you must look up and out: priorities, risks, stakeholders, long-term goals. The challenge is doing this without dropping the ball on day-to-day delivery.

Stephen R. Covey’s famous distinction between “urgent” and “important” becomes very real. “The key is not to prioritise what’s on your schedule, but to schedule your priorities.”

 An executive coach will help you:

·      Clarify what truly matters in your role and your team’s purpose.

·      Build systems for prioritisation, time-blocking and delegation. 

·      Develop the habit of regular reflection instead of constant reactivity.

5.        Managing your own confidence and imposter feelings:  New leaders often feel they are “acting the role” rather than being it. Imposter syndrome can be triggered by more senior exposure, board presentations or leading more experienced team members. I recently wrote a piece on imposter syndrome which can be found here.

Herminia Ibarra, a leading expert on leadership transitions, writes: “We are not one true self, but many selves, and the key to becoming a leader is to embrace the process of becoming.” Coaching makes this identity transition conscious and constructive rather than anxiety-driven.

With a coach, you can:

·      Normalise doubts and reframe them as growth signals.

·      Separate facts from fears and build realistic confidence. 

·      Design a personal leadership narrative that feels authentic. 

 Leading techniques used in executive coaching

Modern executive coaching blends evidence-based approaches with highly personalised work. Common techniques you might encounter include:

·      360-degree feedback and stakeholder interviews.  To build a grounded picture of how you’re currently perceived and where you can grow.

·      Strengths-based coaching.  Based on research from Gallup and others showing that developing strengths is more effective than obsessing over weaknesses. You learn to lead from what you naturally do best.

·      Cognitive-behavioural techniques.  To identify unhelpful thought patterns (e.g., “If I don’t do it myself, it won’t be done properly”) and replace them with more constructive beliefs.

·      Emotional intelligence development.  Using models from Goleman and others to build self-awareness, self-regulation, empathy and social skills.

·      Leadership frameworks and practical tools.  For example, situational leadership (adjusting your style to the person and task), coaching conversations models (like GROW), and decision-making frameworks.  As the ICF summarises, “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential.”

How I can help you make the step up

An executive coaching partnership with Antony Harvey Executive is designed specifically to support leaders at critical transition points; none more important than your first senior role.

While each engagement is tailored, support for new managers typically focuses on:

1.        Clarifying your leadership identity and goals.  You’ll begin by exploring:

·      What kind of leader you want to be.

·      The expectations of your organisation and stakeholders. 

·      The specific outcomes you want from your first 6–12 months in role. 

This creates a clear coaching agenda: practical, measurable and aligned with your career ambitions. 

2.        Building core leadership skills, fast.  Through structured sessions, real-life practice and reflection, you work on:

·      Delegating effectively without losing control.

·      Running impactful 1:1s and team meetings.

·      Giving feedback and having difficult conversations. 

·      Prioritising and managing time at a leadership level.

The focus is always on your real situations, not abstract theory, so you can immediately apply what you learn.

3.        Developing emotional intelligence and resilience.  My coaching will help you:

·      Recognise and manage your own stress triggers. 

·      Stay composed under pressure or scrutiny. 

·      Understand different personality styles and how to adapt your approach. 

·      Build confidence and a grounded presence as a leader.

This inner work is what enables you to lead consistently, even when circumstances are challenging. 

4.        Navigating your organisational landscape.  My approach to coaching also supports you in:

·      Managing upwards and sideways, not just downwards.

·      Positioning your team effectively within the wider business.

·      Handling politics and influencing stakeholders ethically and confidently. 

The goal is to help you become not only an outstanding leader of people but a credible, trusted player in the broader organisation with your new peers.

5.        Creating a sustainable development plan.  Beyond the initial transition, I can help you map:

·      The capabilities you’ll need for your next step (e.g., leading leaders, cross-functional responsibility).

·      Learning experiences and stretch assignments to build those capabilities.

·      A realistic plan to continue growing without burning out 

As leadership thinker Warren Bennis wrote, “Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.”   My coaching style is about making that difficult journey structured, supported and far more effective.  

Coping well: principles to carry with you

To summarise, new leaders who thrive tend to:

·      Seek support early – from a coach, mentor or sponsor, rather than trying to prove themselves in isolation. 

·      Treat leadership as a skill – something to be learnt, practiced and refined, not an innate trait you either have or don’t. 

·      Reflect regularly – asking “What worked? What didn’t? What will I do differently next time?”

·      Invest in relationships – with team members, peers and senior stakeholders; leadership is fundamentally relational. 

·      Stay curious and grounded– confident enough to decide, humble enough to listen and adapt.

With the right coaching partnership, your first leadership role becomes not just a test, but a powerful launchpad for a long and successful leadership career.

If this resonates with you, I’d like to offer you something simple: a one‑off, 30‑minute, free confidential conversation (Teams/Zoom or in person where possible) purely as protected thinking time.

There’s no sales pitch and no obligation. You bring whatever is on your mind, I’ll bring structured, challenging but supportive coaching and an understanding of how new senior leaders can get the best out of themselves. 

If you want to proceed with a course of meetings, I’ll design a bespoke coaching course to meet your unique needs