In the last decade, millennials have been stepping into positions of leadership across organizations. Many are incredibly capable. They know their craft, they’ve produced results, and that’s exactly why they were promoted. But what many new leaders quickly discover is this:
The skills that helped you succeed as an individual contributor are not the same skills required to lead people.
Leadership exposes blind spots you didn’t know you had. Habits that once made you successful can suddenly create friction with your team. And navigating personalities, influence, and organizational dynamics is something most people were never formally taught. That’s where coaching becomes incredibly valuable. But good executive coaching is an investment. And many leaders don’t realize that the best time to secure that support is before they sign their leadership agreement.
One of my clients, I’ll call her Jenn, reached out to me after she had just accepted a role as VP of Marketing for an international company.
Jenn was brilliant. She had won awards for her work and clearly knew her field. But she suddenly found herself responsible for leading a global team made up of different cultures, generations, and personalities.
She loved the way I worked and the holistic approach I bring to leadership development. But she quickly realized my fees were beyond what she personally could afford. So I asked her a simple question.
“Did you negotiate a coaching budget into your leadership contract?”
She paused and said, “I never even thought about that.”
Most of my clients have their coaching funded by their companies because organizations recognize that strong leadership is one of the best investments they can make. Unfortunately, Jenn had already signed her agreement. When she checked with her company, there was no formal budget for executive coaching.
So Jenn realized something important. Her first leadership challenge was not managing her team. It was advocating for her own development.
I coached Jenn on how to approach that conversation with her leaders — both the tactical and emotional aspects of negotiation. Eventually, they agreed to fund her coaching. And something interesting happened along the way. Jenn’s request didn’t just open the door for her development. It helped the company begin thinking about how they support leadership growth across the organization.
Today Jenn is not only succeeding in her role, she’s also developing the people around her.
If you’re stepping into a leadership role, remember this:
The best leaders invest in their growth. And sometimes the first leadership skill you need ……….is the courage to ask for the support that will help you succeed.