A detailed look at why so many leaders in companies all over America keep failing and how to solve this crisis.

1. THE LEADERSHIP
DEVELOPMENT CRISIS
Your Solution Starts Here

2. Most organizations struggle with leadership development.
They promote their top performers into management roles,
or hire talent from outside only to put them through a few
workshops and seminars, and then throw them to the
wolves. Don’t feel bad, it happens out of necessity and with
the best intentions. In the Darwinian process that follows,
those with the ability to survive and thrive are rewarded;
those without it are disciplined or reassigned. An alarming
number of people fall into the second category.
THE LEADERSHIP
DEVELOPMENT CRISIS
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3. WHY DO SO MANY LEADERS FAIL?
Why do so many people botch their chances at success? It’s not simply that
new leaders lack the talent or skills for the job. They fail, I’ve come to believe,
because their companies’ development approaches fail them. Harsh, but true!
Statistics show that hundreds of leaders-in-training stumble as they attempt to
master the difficult and subtle task of general management, assimilation into a
new culture, authentic communication, and overall understanding of what the
position truly requires of them.
These prospective leaders fall short because companies don’t recognize the
degree to which personal characteristics, ideologies, or behaviors affect an
individual’s ability to lead.
The truth is, people don’t check their individuality at the door before leaping
into the great corporate melting pot, nor do they all fit a single leader-in-
training profile.
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4. 3 PRIMARY SHORTCOMINGS
At the source of this gap are 3 primary shortcomings.
1. The company has not clearly defined ‘who they are’.
2. The leader doesn’t have a hyper-clear understanding of ‘who they are’.
3. The leader doesn’t know ‘who the company is’.
Even more dangerous, all three could be in play simultaneously. This ambiguity
creates numerous levels of dysfunction and corporate dissonance. Taking steps
to ensure that all parties involved are crystal clear on these three core needs
sets the stage for long term success.
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5. THE FOUR
TYPES OF
LEADERS
I n Y o u r C o m p a n y
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6. The Reluctant Leader
About 20% of the participants in our program are
“reluctant leaders.” These employees often have the
raw material to make outstanding managers, but
they’re sabotaged by their own lack of confidence.
Their deeply ingrained insecurities manifest
themselves in a variety of ways—indecisiveness, risk
aversion, and the tendency to avoid conflict. To
transform reluctant leaders into strong ones requires
helping them change their assumptions about their
own abilities, providing them with specific training in
decision making and conflict management, and
giving them steady doses of encouragement
The Arrogant Leader
Only 10% of our participants fall into this category,
but they stand out the most because they can be
brazen. Arrogant leaders are just as insecure as
reluctant ones, but they overcompensate for their
self-doubt by convincing themselves that they are
already terrific managers. Because they are
ambitious self-marketers, most organizations
promote them without a second thought. Yet
arrogant leaders can wreak havoc on their teams.
Transforming such people into capable managers
requires a rude awakening in the form of harsh
feedback, hands-on practice in empathetic listening
and teamwork, and even threats of demotion or
dismissal.
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7. The Unknown Leader
Roughly 25% of our program participants are “unknown
leaders”—ambitious, highly competent, yet cautious
people who form relationships more slowly and
tentatively than others. Because they are often
introverted, their personal networks are small and they
rarely initiate conversations. People don’t usually look to
them for leadership, and they have little “brand
recognition” in their organizations.
To transform unknown leaders into effective managers
again requires 360-degree feedback, followed by careful
deconstruction of their underlying belief that networking
means glad-handing, and that it is a waste of time. It’s
also effective to force unknown leaders into meetings
with new people, but, as is the case with reluctant
leaders, this requires a lot of monitoring and support.
Additionally, we’ve found hands-on management
experience in an unfamiliar environment to be helpful in
bringing unknown leaders out of their shells.
The Workaholic
By far the largest number of managers in our program—
fully 45%—are workaholics. Many have anxiety-driven,
addictive personalities, choosing work over and above
family, spiritual growth, sports, hobbies, love, or
friendship. Of course, workaholism has degrees of
severity: There are those people who love their jobs and
work long hours without suffering negative
consequences. But acute workaholics are like hamsters
on a wheel, laboring relentlessly to finish endless daily
tasks. Typically, extroverts hooked on activity and action,
severe workaholics are far more likely to suffer from
burnout, stress, and the attendant physical problems—
chronic fatigue, heart disease, high blood pressure, and
so on. Unfortunately, most companies continue to
reward workaholism.
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8. REASONS LEADERS ARE LEAVING
The 2018 Retention Report reveals the 50 most important reasons employees
decided to leave their jobs and groups them into 10 categories, seven of which are
considered more preventable by employers.
The Top 5 categories of reasons employees leave their jobs are:
• Career Development – No opportunity to grow in a preferred job and career. (21%)
• Work-Life Balance – Better work-life balance, which includes more favorable
schedules, shorter commute times and scheduling flexibility. (13%)
• Manager Behavior – Unprofessional or unsupportive managers. (11%)
• Well-Being – Personal or family health issues. (9%)
• Compensation and Benefits – Pay was cited more often than benefits. (9%)
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9. HOW AN EXECUTIVE
COACH CAN HELP?
The relatively new field of executive coaching is gaining popularity
for the wide range of ways that it can be used to help leaders and
organizations. Since it can be tailored to meet so many different
needs, let’s begin with eight ways to use executive coaching:
1. Succession Grooming
2. Leadership Team Development
3. Performance Improvement
4. Interpersonal Skills Development
5. Business Etiquette Grooming
6. Promotion support
7. Transition management
8. Conflict resolution
.
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10. WHAT’S THE ROI?
Executives like to say that the company’s most important asset “goes up and down
the elevator each day” or “are the butts in those seats each day”.
While it is more difficult to calculate a ROI for the investment in a
coaching case, it is definitely NOT impossible.
The formula is straightforward:
% ROI = (Benefits Achieved – Coaching Costs) ÷ Coaching Costs X 100
The trick here is clearly identifying the Benefits Achieved through the coaching
program and assigning monetary value to those specific benefits
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11. WHO IS SIMS COACHING & CONSULTING
Hello, I am Eric Sims and I started SCC in 2007 from a passion to help others succeed using practical
application coaching that assists in driving over goal attainment and opens individuals up to their
potential.
Now I am a leading executive coach & advisor, personal development expert, corporate engagement
specialist and thought leader with 20+ experience in the personal development industry assisting
numerous organizations and individuals achieve success. From corporate leaders to their support
teams, I train in the skills needed to perform at their best.
Personally I believe that opportunities and success are limitless if organizations and more
importantly, the people within them, are willing to put themselves out on the leading edge of what
they love and hustle their asses off.
It’s time ‘Live & Lead Exceptionally’!
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12. EXECUTIVE COACHING FOCUSES & RESULTS
Focuses Results
Enhance Executive Leadership and Management
Possess great clarity of one’s identity, skills, communication, needs,
delivery methods to lead
Improve Self-Awareness & Social Awareness
Possess an empowering belief system and ability to be powerfully
present in the moment.
Master Goal Setting, Goal Planning & Goal Attainment
Leverage personal skills and resources to highly succeed in life and
career approach
Developing and Maintaining Relationships
Manage emotions, mindsets, attitudes, and behaviors in a way that
allows for maximum communication and execution
Drive Authentic Communication Sustain authentic interpersonal relationships
Foster Fear Busting, Confidence Building, and Performance Boosting
Live in freedom from external opinions and beliefs while clearly
seeing person strengths and weaknesses
Create Personal Branding Align with your infinite purpose
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13. 4 Unique Delivery Options
Workshops (In-person) – This in person, intense Coaching Series is the finest
development program available today to equip leaders from the shop floor to
the executive suite, with immediately-usable coaching skills.
Private Coaching (Virtual) – I will help you identify what’s holding you back,
give you tools to push you past your limits, be your personal cheerleader, and
help you reach your goals faster than you ever could on your own.
Breakthrough Live Coaching (In-person) -I will come to you with live feedback
in the moment and provide you with helpful preparation strategies and
performance tools that you can use right away.
Group Coaching (Virtual or In-Person) -These sessions are customized to suit
the needs and abilities of your specific team or group. You will learn hands-on
from one another as you work through your limitations and fears as a team.
SIMS EXECUTIVE COACHING
DELIVERY OPTIONS
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14. Next Steps
1. Connect for a free virtual consultation
2. Set up time for an official 360 degree evaluation
3. Determine areas of focus and desire ROI
4. Plan creation and development
5. Plan Review and alignment
6. Initiate and execute plan
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15. FOR MORE
INFORMATION
www.iamericsims.com
Email: CoachSims4You@gmail.com
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16. THANK YOU
Sims Coaching & Consulting
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