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Brain Circuits

Seven questions to tackle as your leadership course ends 

Published 20 June 2024 in Brain Circuits • 3 min read

Inspiration can lead to meaningful change – especially if you prepare yourself and your team along the lines of these seven questions (and their follow-up).

Your leadership development program was inspiring and energizing. But it’s over now. To keep up the positive momentum, here are seven questions to anticipate – or ask yourself – as soon as you return to work.

First question (to anticipate from your team): “What did you learn?”

Anticipate initial reactions to your return. Have a few 60-second elevator pitches ready to communicate key takeaways and their strategic implications for various stakeholders at work. Well-crafted reentry pitches can help engage your colleagues and signal potential changes ahead.

Second question (from you): “What did I miss?”

As you hear answers, remember to acknowledge the contributions that others made while you were away and show gratitude for them. Also, follow up by asking your direct reports what they learned and how they developed, as they made sure things ran smoothly in your absence. Connect the new experiences to organizational success going forward.

Third question (from you): “Are you ready for some new ideas?”

This is a rhetorical question, but it’s important to put your stake in the ground. Embrace the opportunity for change, and don’t let fear hold you back. A catalyst for new thinking can lead to meaningful change if you dedicate yourself to working with others to drive that change.

Fourth question (to anticipate from your team): “What will change for us?”

In your answer, prepare to communicate your intentions clearly and create a shared understanding. Be candid about any challenges you anticipate. Involve others in the transformation to facilitate a smoother transition.

Fifth question (from you): “What is a reasonable timeline?”

Remember to be patient and respect others’ adaptation processes. Factor in time for practice and refinement to solidify changes.

Sixth question (from you): “Who’s on board?”

For the broadest possible answer here, look to internal and external allies to share advice and support. Inside your organization, find people to discuss changes, provide feedback, and help work through challenges. Outside your organization, keep in touch with a few from your leadership development course via a platform like WhatsApp that facilitates regular check-ins.

Seventh question (to anticipate from your team): “When do we get to celebrate our first victory?”

Achieve change through consistent effort, recognizing milestones along the way. Stay the course for long-lasting personal, team, or organizational change.

Authors

Brenda Steinberg

IMD Coach

Brenda Steinberg is an executive coach and leadership consultant with more than 20 years’ experience working with senior leaders. She contributes regularly to executive education programs at IMD and works as a consultant with Genesis Advisers.

Michael Watkins - IMD Professor

Michael D. Watkins

Professor of Leadership and Organizational Change at IMD

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.

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