Leadership Development Plan

A 39-year-old VP of engineering at a software company was promoted six months ago from principal engineer. Three of her four direct reports were her peers before the promotion. One has stopped attending her team meetings. Two route major technical decisions around her to her own manager. She is technically excellent and personally liked — but she hasn't defined what her leadership looks like at this level, so her authority is being filled in by the people who report to her. She came to coaching because her manager told her the team dynamic needs to change. The Leadership Development Plan produces a structured four-horizon map from now through 12+ months, giving her a framework for what she is actively developing and a way to make her leadership arc visible to herself and her manager.

Frame this as defining what the role actually is before trying to do it better. 'You were promoted six months ago. What ...