I was asked to work with a head of department in a UK government agency. She was being considered for a role on the department’s executive board. To make the step up, she needed to move from tactical and operational thinking to recognising and influencing wider strategic issues.
Together, we worked on developing her strategic thinking on current and anticipated issues. I also coached her to work alongside her board-level colleagues in a newly confident way.
She got the promotion and became a highly effective leader in her new role.