1. Being humble is different from being small.

The first is about curiosity and learning.

The second is about shrinking.

It’s important to know which is at work with you.

2. Micromanaging is wholly different than oversight.

The latter is necessary as a leader.

The former is good for neither the leader nor the led and can result from a number of things, among them: poor team member performance, a lack of successful delegation, or an overly developed capacity to control, as examples.  These factors can be mutually reinforcing and not in a good way.

3. When looking for a Chief of Staff, consider:

Is this person demonstrably skilled at anticipation and foresight?

Are they able to prepare you (and your materials) for crucial meetings?

Will they make a strong — and confidential — thought partner?

As a trusted guide to the c-suite, I work with clients as part strategic perspective, executive coach, confidant, thought partner, and illuminator of where you can be bigger and what might be getting in the way.  What that means for you is a highly confidential space where anything can be said (as two different clients recently remarked) with a senior c-suite executive coach who helps you get where you want to go, faster.

All the while expanding your leadership competencies to take on the bigger challenges and roles coming your way.

For more on working together directly, you can reach me here.