STEPPING UP: THE ART OF SENIOR LEADERSHIP
There is a moment in a management career when your point of view changes: from tactical to strategic, from function to company, from process to culture.
This is the step up to executive leadership.
Twenty years ago I promoted a member of my team from Director to VP for the first time. I realized I wanted them to understand how different their job would now be. How their new role had so much more to it - more vision, more breadth, more leadership.
So I wrote down a few notes under the heading "How to Be a VP" and passed them along to my newly minted leader. Five years later, he pulled a battered printed copy out of a pocket and said "I just used these. Again..."
This course is the continuation of my learning from decades of startup leadership, and hundreds of coaching sessions with executives and soon to be executives at growth companies in San Francisco and world wide.
It teaches you to take the step, successfully and with confidence.
LEADERSHIP
“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
to scale yourself: manage your time and attention, delegate effectively, and take a strategic view of your work.
to grow your presence: find your core persona, communicate with confidence and build influence.
to manage difficulty: be able to go into hard conversations and tackle hard decisions with a set of tools to get you through them
to build culture: know how to define the culture you want and consciously take steps top built it
ABOUT YOU
WHO YOU ARE
you are on the leadership team of a rapidly scaling company for the first time
you see that challenges are coming towards you fast as an executive, and want to get ahead of them, to expand your capabilities, now.
you are working at the Director level and want to be scale and stretch yourself to be ready for the next move
more more more
more more more
WHAT YOU WILL LEARN
to scale yourself: manage your time and attention, delegate effectively, and take a strategic view of your work.
to grow your presence: find your core persona, communicate with confidence and build influence.
to manage difficulty: be able to go into hard conversations and tackle hard decisions with a set of tools to get you through them
to build culture: know how to define the culture you want and consciously take steps top built it
INFLUENCE
“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
to scale yourself: manage your time and attention, delegate effectively, and take a strategic view of your work.
to grow your presence: find your core persona, communicate with confidence and build influence.
to manage difficulty: be able to go into hard conversations and tackle hard decisions with a set of tools to get you through them
to build culture: know how to define the culture you want and consciously take steps top built it
THE COURSE
TEN WEEKS
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
GROUP COACHING
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
ONE ON ONE COACHING
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
PRACTICE
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
“Difficult conversations do not just involve feelings, they are at their very core about feelings.”
MANAGING
DIFFICULTY
THE COHORT
SMALL BUT PERFECTLY FORMED
WORKSHOPS: THE SKILLSETS
One workshop per month (2-4 hours), on the following topics, for six months. Work continues between workshops with a mobile app facilitating homework, preparation and mentoring.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
PRESENCE
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
WEEK 1:
MANAGEMENT AND LEADERSHIP
Management and leadership are different, and you need both.
The crucial job of a leader: providing clarity - the what, why and how of the work for the team.
Self-reflection on current skills.
COMMUNICATION
JOE DUNN - WHO I AM
I’m a leader, mentor and coach with over twenty years of experience in fast-moving software startups.
Three became successful public companies, and fourth sold for $250M+
My experience covers everything from being one of “three guys in a room” to an officer of a public company. (And a traveling surf bum, barely capable yoga student, skilled improv performer, and twenty-five year student of meditation).
I coach leaders of all kinds (CEOs, CTOs, Engineers, Sales, Marketing) in rapidly-growing tech companies in San Francisco and the Bay Area, from seed-size to “unicorns”.
