Give the leader a wake-up call about how the organization is changing — Make sure that the leader understands the complexity of the changes required of her. What new results are expected from her in a changing business climate? What impact will this have on the competencies that will be required of her to be successful in the future?
Don’t be afraid to confront the leader — Confront her in a compassionate way if you feel that even though others need her to change, she is more comfortable acting the way she always has. Make sure that she fully understands the implications to her own career, to others she is working with, and to the legacy she is leaving the organization. This last implication is especially
important for leaders whose excuse for not changing is that they are soon to retire.
Use a “coachable moment” while you are working with the leader — Stop the discussion in the coaching session and point out how you are reacting if the leader is exhibiting the same behavior with you that others are finding counterproductive. For example, some leaders resist change by being the perpetual cynic, dismissing new ideas as being unworkable or portraying other senior management as being unrealistic in their expectations. During the coaching session, it may be appropriate for you to comment if you see any similarities between how the leader behaves with you and the patterns identified in the feedback from others.
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