The 'natural' ability to be self-aware falls within the realm of a rarified group of individuals. Self-awareness is reliant on a set of complex skills not intuitively shared by all. As a leader of others, one needs to understand and recognise a sophisticated set of variables that include: our own motivational drivers, an ability to step outside oneself, the capacity to understand what turns your team on and why they show up each and every day and the ability to read body language and other non-verbal nuances. Furthermore, being emotionally aware of how you impact as a leader requires ongoing vigilance. Tough to achieve in most environments where we have a mandate to fulfill clear deliverables generally set in an urgent context.

I have never met an executive who doesn't possess a strong achievement orientation with significant ambition to succeed. So we have a potentially diabolical scenario where the opportunity to step back and be self-reflective is eclipsed by an urgent requirement to execute on key goals. Self-discipline with the constant requirement to be reflective is truly an art form when pressures and rewards are primarily based on one's ability to execute. Executives don't have the luxury to reflect and observe and seek to understand. The requirement to get everyone on board is generally predicated upon a call to action. This encourages a push to make things happen in a timely sequence without necessarily giving consideration to how leaders need to vary their styles depending upon their audience.

Organisations engage in intermittent 360 feedback reviews. The objective is for key stakeholders to provide a snapshot of a leader's skill set. I would argue this is only the first step. Results are provided and you might have had your day of reckoning with a clear cut set of developmental opportunities. So, what's next? Leaders who are passionate about their ability to influence others care deeply about opportunities to advance their game. With all the right intentions, this new and shiny feedback is front and centre, albeit though, for only a brief period of time. Matrixed organisations promote multiple and diverse levels of accountability. This renders the executive, pulled in many directions, working hard to respond to multiple constituents.

Just in time feedback is a powerful tool, particularly from trusted peers. A personal board of directors can be an invaluable way of obtaining input regarding interpersonal communication skills. Here is a case in point -- as an executive coach, one of my clients, Bob, was advised through his 360 that he needed to develop a capacity to provide concise strategic high level sound bites. His tendency was to over-explain, drone on and ultimately lose his audience. Understanding Bob's motivation, he wanted to ensure that his colleagues truly "got" his message and were able to embrace what he was saying. It was evident that in Bob's passion to bring others along, he did not pause or solicit input from his peers. In his zeal he lost his audience fifteen minutes into his presentation. Bob's own intensity, gregariousness and enthusiasm blinded him from recognising that he disconnected from his audience. Furthermore, his peers braced themselves when they encountered him in the hallway or had to attend formal stand up and deliver presentations. In addition to specific strategies for Bob to begin to implement to modify his style, I also suggested he approach a few key peers who he could trust and regard as good counsel. The objective was to receive critical feedback that was both timely and transparent. The feedback was behavior specific and set in the context of enhancing Bob's effectiveness. This allowed Bob to be sensitive to his audience, shape his message and ultimately have greater impact.

Take Tracy. I was engaged as her executive coach to enhance her ability to impact and influence. We worked together on strengthening her communication skills allowing her to modulate her voice, tone, and express herself with greater import. As well, she began to include empirical data to demonstrate the foundation for her business case and provide a more compelling platform. I suggested she consult with her peers for feedback. It was apparent that when challenged, Tracy almost became apologetic. This stemmed from a need to be humble and avoid conflict. This peer feedback was invaluable for our coaching, recognising a need to develop a skill set that incorporated the ability to withstand conflict and debate effectively. Tracy learned to present with confidence and shifted to a leader who was perceived as compelling and influential.

A personal board of directors should also comprise leaders who are senior and can act as stewards in career planning. At this level, executives must understand that their network is crucial to not only advance their business platform but to promote and endorse succession decisions. Navigating and negotiating talent management calls upon sophisticated conversations and strategic positioning. Executives should actively seek out counsel regarding how they are perceived at the top of the house. As well, input as to which executives they need to specifically build relationships with to propel their career in their desired direction is invaluable.

Given the complexity of the enterprise, it is critical for an executive to have more than one champion or advocate. A leader's sphere of influence is dependent upon peers who are viewed as advisors to the organisation. These advisors will have important clout regarding where senior executives may contribute their greatest contribution. Leaders need colleagues in their corner who will help sponsor their career path.

As one advances, roles within the organisation shift and a leader's personal board of directors will need to be modified. An executive's centre of influence may alter depending upon their new responsibilities. This will require the necessity to build an ever increasing network with a broader reach.

Ultimately, a leader's board of directors should share a few important attributes. They must be highly respected, possess a significant degree of integrity, be viewed as influential and genuinely want to champion others. Essentially, a personal board of directors is the leader's gateway to ever increasing success and global reach.

About the author
Dr. Cindy Wahler is an executive coach with expertise in leadership development. She can be reached at cwahler@cindywahler.com