Coaching New Leaders During The Revolution

After 22 years working in the banking industry, I began to observe what I call the executive level management revolution.

To me it felt like executives were retiring at much higher rates than in other industries. Sure enough, after a little research I discovered a startling fact, an estimated two-thirds of banking executives will be retiring within in the next five years. So I made a career change and began to redefine and strengthen my management consulting skills to work with executives transitioning into the role of the next leaders of their institutions.

I remember the exact moment when I knew I should take the leap. I was driving from gorgeous Jay Peak Resort in Vermont to Portland, Maine. I had been in Vermont attending a banking conference and listening to stories laden with industry challenges. I pulled my car over at one of those scenic views. As I was standing there enjoying the mountain air it suddenly became crystal clear to me that my decades of experience and expertise could play a pivotal role in transforming new senior managers into leaders. I became determined to help shape this new era of management.

Within months of joining Emery Leadership Group, I earned Gallup’s StrengthsFinder certification and had a clear outline of my tools and techniques. One approach at the core of my process for helping this new era of management succeed is to move organizations away from the longstanding attitude that managers should be able to grow into their roles without training. The fact is, the new era demands that we move toward requiring that employees have the skills and tools that they need as managers to do their jobs well. As a trainer and coach, I’m laser focused on improving communication skills, delivering greater work consistency through more autonomy, and infecting employees with indelible commitment.

“Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives” — Daniel H. Pink

For two decades the world of finance felt like the place I should be. My responsibilities included managing the bank’s sales cycle, onboarding banks joining our network, sales prospecting, closing and training. I got to travel and was part of an amazing team. Turns out what I loved most was my nearly constant interaction with banking SVPs and CEOs. This is where I felt my work was most valuable and where I excelled. So when I pulled over in the White Mountains and knew I had to quit — it was the years of senior level management exposure that gave me the courage to quit — and the courage to start my management coaching and training career.

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