How Do I Hold My Team Accountable?

Coaching Real Leaders

Harvard Business Review / Muriel Wilkins

Executive, Business/careers, Leadership, Careers, Business/management, Sessions, Hbr, Coaching, Review, Society & Culture, C-suite, Leaders, Harvard, Business, Management

4.8 • 660 Ratings

🗓️ 16 May 2022

⏱️ 48 minutes

🔗️ Recording | iTunes | RSS

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Summary

She’s heading toward the apex of her career and wants to play a more strategic role in her company because she feels that’s where her strengths lie. While she’s great at creating the vision, she’s struggling to set direction and then follow through with her team. Host Muriel Wilkins coaches her through how to lead with more accountability.

Transcript

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0:00.0	HBR Presents.
0:03.0	I'm Yario Wilkins and this is Coaching Real Leaders, part of the HBR Presents Network.
0:18.0	I'm a longtime executive coach who works with highly successful
0:22.2	leaders who've hit a bump in the road. My job is to help them get over that bump by clarifying
0:27.5	their goals and figuring out a way to reach them so that hopefully they can lead with a little
0:32.5	more ease. I typically work with clients over the course of several months, but on this show, we have a one-time coaching meeting focusing on a specific leadership challenge they're facing.
0:47.3	Today's guest is someone will call Maggie to protect her confidentiality. She works in HR at a large tech company, but she's also had leadership roles in the past.
0:59.4	I realized I'm kind of heading towards the like the apex of my career.
1:04.4	And it's at that point now where I wanted to go to a big company because I wanted to play in the strategic place.
1:11.2	I think my ego enjoyed being the head of a small company.
1:15.7	I didn't enjoy the work.
1:17.4	It was very operational.
1:19.0	And being in a large company gives me that space to be truly strategic and be able to do
1:24.8	some long-range planning and work with leaders and impact large groups.
1:29.3	She now leads HR support for a client group that helps solve tech issues within the company.
1:35.3	It's a group that has to be responsive and strategic, which means she also needs to be both of those things.
1:42.3	I'm responsible for where the organization is going.
1:45.0	So I would say the future.
1:48.0	Yeah, what's our three to five year plan, which is always kind of squishy in a tech
1:52.0	role that moves very fast, and where we are today.
1:55.0	So what is the organization going to look like?
1:58.0	Where are we going to be located?
	...

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