The role changed. The leadership approach must change with it.
The capabilities that earned someone the promotion are rarely the ones the new role rewards. That gap is what this work closes.
Relevant moments.
Transitions are the point of highest leverage and highest risk. A leader who starts well builds credibility that lasts for years. A leader who starts badly spends the next two years recovering from it, usually in public.
- A first medical-director appointment.
- Promotion into an enterprise role.
- Moving from peer to leader.
- Joining a new organization.
- An expanded span of control.
- Succession preparation.
- The first 90 to 180 days.
Insight is the input. Behavior change is the output.
Assessment is used where it will sharpen the coaching, never as a routine add-on and never to select, screen or rank people.
Hogan 360°
Structured feedback on observable leadership behavior and on how the leader is actually experienced by the people around them — manager, peers, direct reports and, where relevant, other stakeholders.
Its value is that it replaces impression with evidence. Senior leaders frequently receive feedback that is either absent or too polite to act on; a structured 360 gives them something specific enough to work with. The debrief matters more than the report: the instrument produces data, and the coaching turns it into a small number of changes worth making.
MBTI
A framework for exploring preferences in communication, decision-making and working style — useful for understanding why two capable people repeatedly talk past each other, or why a leader finds one part of the role more draining than another.
How the MBTI is not used
The MBTI is not used to diagnose, to select, or to predict leadership performance or suitability. It describes preference, not capability, and it is not a measure of effectiveness. Any use of type to make a hiring, promotion or suitability decision would be a misuse of the instrument.
Alexandra is a practitioner of both instruments. Assessment is always debriefed in person: a report handed over without a conversation tends to be read once and filed. More about her credentials.
Front-loaded, then steady.
Transition work is weighted towards the early weeks, when the leader is setting expectations they will live with for a long time.
- Sponsor and participant alignment. What the organization needs from this role, and what a good first six months looks like.
- Role and stakeholder mapping. Who matters, what they need, and where credibility has to be earned first.
- Assessment or stakeholder input where appropriate. Hogan 360° or MBTI, where it will sharpen the work.
- Higher-cadence coaching through the early period. Real decisions, as they arise, rather than retrospectives.
- Between-session application. Testing new approaches while the role is still being defined.
- Midpoint and final review. Progress against the agreed measures, with the sponsor.
- Forward development plan. What the leader continues working on after the engagement closes.
What leadership capability does your organization need next?
Share the context, the leaders involved and the change you want to see. Alexandra will respond personally to arrange a confidential introductory discussion.