From Expert to Leader of Experts
You may be a recognised expert in your field, but how well do you lead others?
Leading a team of professional experts is one of the thorniest leadership challenges.
You may not have been trained in the fundamentals of good leadership. You may not have had experience that builds your leadership capabilities over several years. And yet you are expected – and expect yourself – to show up as an accomplished experienced leader.
Our experience at Turner Bishop in working with leaders in both law and medicine is that they share a similar challenge when it comes to moving from being an expert in the field to being a leader of experts in the field.
The skills that have underscored your professional success have not prepared you for leadership of people. And having been successful in your field it’s difficult to see yourself as less proficient in your new role as leader.
People are looking up to you and expecting you, somehow, to display a whole set of leadership capabilities that weren’t there before. You may feel exposed, or vulnerable. It would be easy to slip back into your area of comfort and micromanage the work of your team – and many do.
Furthermore, your leadership role may be intermittent. There may be committees or practice groups you lead, while other times you are working as the expert, with patients, or clients, or as a researcher, much as you did before. You are regularly juggling two, or more hats. It can be exhausting.
It takes courage to admit you have moved into an area where you are not as skilled as in your professional discipline. It takes courage to reach out for help.
Our programs at Turner Bishop are designed to help you become the leader you wish to be. We work with you to identify and develop the leadership capabilities that will empower and support you in your leadership role.
Core to our work together is understanding your context and the style of leadership it requires. In both legal and medical fields leaders are increasingly expected to display a coaching-focussed, rather than a controlling or authoritative style of leadership. In many cases this is in stark contrast to the style of leadership you experienced in your earlier career.
Leaders are expected to demonstrate a strategic mindset, as well as understanding operational perspectives, and day-to-day activities.
Our recent conversations with leaders in both medicine and law have also seen a key focus on broadening perspectives, developing emotional and interpersonal awareness, and strengthening communication skills to improve impact and influence.
Additional recurring themes with leaders in the legal field have included dealing with tendencies to perfectionism, building consensus, and working with the perspectives of others – in particular moving beyond an oppositional framework or abstract concepts of right and wrong.
At the end of a program with Turner Bishop you will have developed a style of leadership appropriate to your personality and context, and the ability to deal confidently and effectively with the leadership opportunities and challenges ahead.
“Although Gillian is not a doctor, she showed a keen understanding of my context and the people I was dealing with. We agreed a number of actions I would take to strengthen my relationships, with my immediate colleagues and also in my extended relationships across the hospital and medical faculty.”
Eminent Surgeon, Professor of Surgery at Leading Australian University