In a new role, it's critical to get well-informed, unfettered advice. A lot of your advice will come from people in your reporting line - your new boss and the senior leaders they report into. However, those same people are evaluating you so it can be difficult to have unfiltered conversations with them. A personal board of directors, de…
In a new role, it's critical to get well-informed, unfettered advice. A lot of your advice will come from people in your reporting line - your new boss and the senior leaders they report into. However, those same people are evaluating you so it can be difficult to have unfiltered conversations with them. A personal board of directors, designed around your new role, can help. In fact, some larger companies recognize this and help with assigning mentors for new leaders.
As you build a personal board of directors, I think its helpful to seek out three different perspectives: 1) a senior leader, outside your reporting line, who is currently at the company (they will be able to offer well-informed advice and, since they are outside your reporting line, you can be more authentic with them, 2) a former leader at the company (someone who knows the culture and who can speak with candidly), and 3) a coach or mentor you trust implicitly.
In a new role, it's critical to get well-informed, unfettered advice. A lot of your advice will come from people in your reporting line - your new boss and the senior leaders they report into. However, those same people are evaluating you so it can be difficult to have unfiltered conversations with them. A personal board of directors, designed around your new role, can help. In fact, some larger companies recognize this and help with assigning mentors for new leaders.
As you build a personal board of directors, I think its helpful to seek out three different perspectives: 1) a senior leader, outside your reporting line, who is currently at the company (they will be able to offer well-informed advice and, since they are outside your reporting line, you can be more authentic with them, 2) a former leader at the company (someone who knows the culture and who can speak with candidly), and 3) a coach or mentor you trust implicitly.
This is invaluable advice, Ravi.
Thank you for the prompt response.