How Leaders Rise: Technical Excellence Didn’t Make Him A VP — This Did

In today’s highly competitive corporate arena, many ambitious professionals have a desire to become a VP and yet only a few succeed. Coaching people with that level of talent and drive is a real privilege. But what separates those that succeed from those who never quite make it to that level?

Here is a very recent example of one of my clients who has succeeded in breaking through the ceiling in a way that has eluded others. What follows are some observations and strategies that may help others who want to learn what it takes to become a VP.

Lesson 1. Technical brilliance isn’t everything

My client is technically brilliant and brings significant expertise to the most senior tables. He is a smart guy who can get to the core of the issue quickly and he is not afraid to call it out. He can be challenging and direct. His ability to see the key issues quickly as well as think strategically is also impressive. Creative and innovative, he is tireless in his approach to finding a way to get things done.

But being technically brilliant wasn’t enough for him to secure his VP for quite some time. He didn’t see that he needed to invest in a broader network within his company. He didn’t see the need to refine his personal brand as he moved through the ranks or to “sell” anything – neither himself, nor indeed the narrative of what he and his team were delivering that was so valuable for the organization.

By working on these elements, this leader elevated his standing in the organization and was able to make an even greater impact and contribution.

Lesson 2. So What? Communicate the Why rather than just explaining the What

Being a great manager of your team isn’t enough if you are unable to influence and inspire them to a vision that moves them beyond what they are delivering today.

Although my client is an excellent leader who takes every opportunity to recognize his team’s achievements, he was a reluctant storyteller. He didn’t always see the need to craft a vision that was a rallying cry for his team or a vision for those senior to him to inspire them to provide additional investment and resources.

By encouraging him to craft a compelling narrative that put his team right at the heart of his organization’s goals, he became more intentional in seeking out the right sponsors and getting the right support at the highest level to deliver on this vision.

As a result, my client became more visible, more relevant and ultimately, he and his team were seen as a highly valuable asset to the company.  He now takes the time to craft his stories, making them relevant and relatable to his audiences. Stories that galvanize his audiences to insight and action.

Lesson 3. Learn the Art of Diplomacy rather than always being the Warrior

Warrior leaders who go all out to defend their teams need to learn how to collaborate with their peers if they are to gain their support and respect.

My client is a discerning individual – always able to see what was sizzle and what was substance in what his peers offered. His challenge was that he fostered an “Us versus Them” mentality between his team and other peer teams, creating resentment and distrust within his peer group. Not surprisingly, some didn’t want to see him rise.

Although this was hard to hear, my client accepted that he needed a mindset shift. He needed to stop assuming that other people didn’t know what they were doing especially in stressful situations. He needed to do a better job at getting people on the same page. He also needed to recognize that the way he communicated could be perceived as an attack rather than a question.

Where there were differences in opinions, he needed to do more pre-wiring and try to align people on the same page rather than disagreeing and making that conflict someone else’s fault. He needed to be more intentional and considered in how he built his influence by investing time and consideration into a few key relationships. By doing this, he could ensure that he had allies in the room who would advocate for him and his ideas.

These are just three of the common challenges for excellent leaders that aspire to a more senior role. For those that are keen to reach more senior positions or have recently made that move, what have you found relevant and relatable in this leader’s story?