Recognize that what got you promoted is not enough to sustain success in your new role. It’s time to learn new strategies, and it starts with a mindset shift. Tapping into your village for advice and support is a great first step. It may also be time to add to your village, or circle of advisors.

Ask leaders across the organization – and perhaps the industry - for advice about what they think it will take for you to be successful in the role. Take notes and evaluate what seems right (and authentic) for you to incorporate into your approach. Become a student again and stay open to new ways of thinking and doing.

Leaders of Leaders: How To Manage Multiple Coins

If you are a leader of leaders, you might be thinking to yourself, “All I see right now are coins dropping. The leaders who report to me do not have the capacity or resiliency that’s required for their roles, and it’s creating more difficulty for me, the business and the workplace culture.”

If this sounds like you, blink twice, and give us a call.

Know this: your job is to coach and develop them, but it means you are going to have to shift your approach as well.

I often see senior leaders minimize the importance of articulating and cascading vision. As a result, they do not invest adequate time, systems, and resources in articulating standards and expectations and holding people accountable. When I talk to leaders about prioritizing vision for how work gets done, they usually cite a shortage of time and maybe budget.

Time will always feel like a scarce commodity. If you think time is really your issue, you should consider how much time it’s taking when you are pulled into that problem that just blew-up. I don’t think time is the real issue. I think there is something underneath this reasoning.

When something comes easily to us, we mistakenly assume it should be easy for everyone else. We forget the years and years of practice and muscle-building we had. We forget the lessons we learned the hard way. In return, we do not take the time to think about, document and communicate with our teams how they can achieve the standards and expectations of leadership.

Cascading your vision for leading is more than an inspirational or aspirational message. To achieve any vision, it must be supported by processes, tools, infrastructure and regular assessments of progress. While vision casting will require time and resources, I have seen the payoff when it’s done well. I have personally experienced exponential increases in team productivity, innovation, customer focus, collaboration, and resiliency.

Write the vision...so those who see and grasp it, can fly.