Go Slow to Go Fast: Developing Mid-Level Leaders in the AI Era

From a podcast interview featuring Loretta Stagnitto, Founder of Stagnitto Leadership Associates

Overview

In this episode of CEO Growth Talks, Loretta Stagnitto, Founder of Stagnitto Leadership Associates, joins Pete Hayes for a compelling conversation about leadership development, self-awareness, and the unseen dynamics that shape organizational growth. Drawing on decades of experience in Silicon Valley and beyond, Loretta shares how her executive coaching approach helps mid-level leaders close the gap between technical excellence and strategic influence.

From working with tech startups in the Web 1.0 era to guiding healthcare executives through transformation, Loretta has honed a methodology that develops not just individual talent, but organizational capacity. She outlines how systemic coaching—focused on feedback, behavior, and peer learning—can turn blind spots into breakthroughs and help companies retain and promote their next generation of leaders.

Key Takeaways

• Many mid-level leaders are promoted for technical skills but lack structured development for leading teams, managing stakeholders, or building cross-functional trust.

• Loretta’s “I KNOW” coaching system—Assess, Act, Achieve—combines 360° feedback, leadership assessments, and peer learning to develop both awareness and action.

• Her approach helps organizations address talent risk by getting ahead of performance issues, rather than reacting after leadership gaps appear.

• Leadership coaching at the mid-tier unlocks cultural and strategic alignment, improves retention, and sets up stronger succession pipelines.

• Group coaching and peer networks give rising leaders the tools and confidence to advocate for themselves, manage capacity, and engage in meaningful feedback—long before they reach the C-suite.

Follow Loretta Stagnitto on LinkedIn

Follow Pete Hayes on LinkedIn

[Episode Transcript]

[00:00:00] Pete Hayes: hello everyone. Welcome back to CEO Growth Talks. I'm your host, Pete Hayes. Welcome to another episode that I'm really have been looking forward to this Loretta Stagnitto, who is the founder and owner of Stagnitto Leadership Associates is out in the Silicon Valley. And she and I worked together decades ago and we were catching up a week or so back and we thought, this could be really valuable for the executives that follow a CEO growth talk.

[00:00:26] Pete Hayes: So I am so thrilled, Loretta, that you're here. And you've been in the Silicon Valley forever. Forever. What is that? What is that? What's the valley now and how would you compare it to decades ago when pre-internet and everything else? Yeah, I guess Internet's been around a bit, but still.

[00:00:45] Pete Hayes: What transitions have you. What's interesting is when I think about when I started, I always talk about how I started in the Web 1.0 World because the internet didn't really exist and a lot of the technologies that I helped introduce in that web oh world were things like voiceover the internet and online photo sharing, and things that are just so common to us today.

[00:01:08] Loretta Stagnitto: Were things that I actually introduced. And so the Valley was super exciting at the time because all of this stuff was just coming out and it was really exciting. Now when I, in fact, I was just thinking about this the other day. Now I liken it to, we're going through the same thing again with ai.

[00:01:25] Loretta Stagnitto: Yeah. So it's almost the same, except

[00:01:27] Pete Hayes: this is bigger. This is, it

[00:01:29] Loretta Stagnitto: is way bigger. Yeah. Yeah. But it was the same thing in terms of excitement. When I was. Literally, I, there were technologists that were creating creating things and venture capital was giving them money and saying, boom, now you're the president of a company.

[00:01:45] Loretta Stagnitto: And they're technologists and developers, and they didn't know how to run companies, right? And so then I come on board and I'm thinking, all right, I'm helping them. I'm just not doing marketing, but I'm doing a lot of these other things because they don't understand how to do all of this because they're technologists.

[00:02:00] Loretta Stagnitto: And just 'cause we're strong in one domain doesn't mean we're gonna be great in that domain.

[00:02:06] Pete Hayes: So do you think the makeup of leadership's of executive makeup has changed and have we gotten better? Are we putting better e executives into roles at this point?

[00:02:16] Loretta Stagnitto: I think we are now because we, the industry's been around for a while.

[00:02:21] Loretta Stagnitto: So what became executives at that time, they didn't know how to run high tech companies. 'cause there were no high tech companies. Yeah. And now you have literally serial entrepreneurs who start company after company and sell company after company. So I think we are putting better leaders in, although we're still having.

[00:02:37] Loretta Stagnitto: Developers who create AI and next thing they're in charge of a company and we still, so we still have the same in terms of that, but I think venture capitalists are also a lot more wise in terms of. The types of CEOs they're gonna put in that business and what they look for.

[00:02:53] Loretta Stagnitto: So I think that has changed. And that's been helpful. And the other thing I see is a lot more female CEOs and a lot more female tech leaders. Which is really where I'm really excited about because there's so many more female leaders that are creating companies and going out and getting finance.

[00:03:10] Loretta Stagnitto: And I think women are also recognized as really good leaders as well. So that's where I think it's changed.

[00:03:18] Pete Hayes: So Loretta, most of your business is typ typically from technology companies. And are they typically out in the valley or you have companies nationwide that you've worked with?

[00:03:26] Loretta Stagnitto: I, myself spent, I had a really great opportunity to be able to get involved with a healthcare company here.

[00:03:32] Loretta Stagnitto: And so I did technology, I did healthcare, but the healthcare company was a really different model where we literally had an executive and I I, coached that executive in some cases for 15 years. And you become like you would coach them and then you're a coach to their staff and then you're doing group coaching and then you're doing team development and all of that.

[00:03:54] Loretta Stagnitto: So it was a very different model than I think most coaches go to. But it was also amazing to me because it was a different industry and I worked in an organization and I still have clients there that they were heavily matrixed, all over the country. And what I would say is when I worked in technology, I would tell my husband, oh, I'm gonna go play with the kids today.

[00:04:16] Loretta Stagnitto: And when I worked in healthcare at this organization, he'd be like, oh, I'm gonna go play with the adults today. And I think it's different because in technology when you do change management, it's zero to a hundred. I'm like, boom, gee guy. Is there a process? Oh, who are we gonna do anything here? And when you worked in the healthcare, it was process performance.

[00:04:34] Loretta Stagnitto: The difference between really high tech and that has not changed. I think literally over the 20 years the way startups ran when I was in a startup versus the way startups have run over the years. When I was coaching startups. Especially in tech. I don't think a lot of that has changed. It's fast. I think it's a, a, what do they say, a medal of honor to be overworked and, sleep under your desk and all those things.

[00:05:02] Loretta Stagnitto: None of those things have changed, honestly.

[00:05:04] Pete Hayes: So one of the things that got my attention with your work is as I think of executive coaches as often being a coach to the C-suite and I know, you, your bread and butter may be a level below or below that. So management, mid-level management, mid-level executives because you've seen that things can break there and that they require attention.

[00:05:29] Pete Hayes: But so you work with companies of different sizes, but smaller and startups are not uncommon. But what for a business. Just say a founder owner business of maybe 30 million in revenue. They have some layers and they may have problems that maybe they don't. Maybe they're not thinking about, I could solve this, or I could address a concern.

[00:05:57] Pete Hayes: Are there things that they should be literally looking for? And I'm just jumping right in. But yeah. What should executives, what should CEOs. And their team be looking for at that next level. 'cause I think sometimes you let things fester. When you just punt people, right? And you go, now we gotta spend six months to fire, find that new head of engineering and, or whatever it is.

[00:06:20] Pete Hayes: What should they be listening for, looking for that leadership coaching can help address. I think that we make the assumption because they're really good at a manager level or they're a good engineer, whatever, that they can naturally progress. And so we promote 'em or we put them in there, but we don't develop 'em.

[00:06:39] Loretta Stagnitto: We don't step back and say what are actually the skills that you're gonna actually need? And self-starters will be the hamster in the treadmill and they'll be doing all the work and they'll be able to figure it all out. Or not. And then what I'm finding particularly, that's the mid-level leadership.

[00:06:57] Loretta Stagnitto: If you think about below the C-Suite, right? They're the they're the intermediary between the C-suite and the individual contributors. They're the one that talks to customers. They're the, that's the one that execute the company's strategies. They're the ones that are responsible for keeping teams motivated and all those things.

[00:07:15] Loretta Stagnitto: And so we put people who we think are good leaders in that spot, and we're like, ready, set, go. And they're responsible for doing all these things, and yet they don't really give them the right kind of training or the right leadership. And if you think about yourself as a CEO, like what helped you, were, did you have mentors?

[00:07:33] Loretta Stagnitto: Did you just learn it all on your own? How did you do it? And we don't really intentionally. Develop people. So I think what I see is that C, that CEO, the C-suite, if they're gonna build that, succession plan, they also have to think about what are the skills that are necessary in that, at that level.

[00:07:55] Loretta Stagnitto: And I think that, the, what you do is table stakes. Those are the technical skills that you're in the door because of that. It's how you do it is where the real growth comes. And it's a lot different when you're at that level and you have to start leading differently, if you will.

[00:08:13] Loretta Stagnitto: So the soft skills are important, right? And you have to train people for that. So I think being able to step back and saying, what are the skills that are necessary to be in the C-suite? How do I train them? You know at what? And give them support. And what I find working at this level, Pete, they're like all over it.

[00:08:33] Loretta Stagnitto: They show up to me.

[00:08:35] Pete Hayes: So is this, so it sounds like I was saying, what are the symptoms? But you're saying, boy, if you're gonna move somebody to another level, don't assume they're coming in with the how Skillset get in front of it. Exactly. So that's one thing. But how often are you brought in when.

[00:08:52] Pete Hayes: They've made that move and things are. Are rocky. What is, that's why I'm brought

[00:08:57] Loretta Stagnitto: in. Okay. 'cause the move and things are rocky, right? And we have to take a step back and say, wait, you know what? Become self-aware. Figure out what are the issues? Or because a lot at this level, they're doing all these things.

[00:09:13] Loretta Stagnitto: They're doing all the things that we talked about, talking to customers and managing their staff and managing teams and trying. And then they go up for a promotion and they said, you're doing all these things, great, but you're not doing this stuff well. How did I know I was supposed to be doing that?

[00:09:27] Loretta Stagnitto: And how do I do it? Now that you're

[00:09:29] Pete Hayes: talking, can you gimme an example kinds of things that they should be doing that they're not?

[00:09:34] Loretta Stagnitto: Yes. For example, just managing stakeholders, right? Because the idea is if I do good work, everyone will notice to get promotions or to get into the C-suite.

[00:09:43] Loretta Stagnitto: It's just not between you and me as my boss anymore, five other executives or 10 other executives, or sometimes. Big companies put you in front. If you're just gonna be promoted to a director, they put you in front of a whole staff and they interview you and so you have to know how to manage those stakeholders.

[00:10:00] Loretta Stagnitto: I would almost say it's like working, you know how you say I'm working in the business and on the business. Most leaders at that level work in the business. I'm getting my work done, I'm executing, and when I come up for promotion, see I did all these things right? And instead they should be working on the business, meaning.

[00:10:17] Loretta Stagnitto: What do I need stakeholder in order to do this? Or, what are my blind spots and how can I be doing this better? What are the two things that I need to be doing to be able to tweak the way I, some of my practices so that I can build my culture better? All of those things either we learned to figure it out ourselves.

[00:10:37] Loretta Stagnitto: Or we get there and then we fail, and then people tell us you weren't doing this or you weren't doing that. And then you say can you gimme some specific examples? No, you just haven't been doing it. Yes, that's why I say get ahead of it because and even throughout the years when I would be doing 360 and I would say things like, what, how great of a leader are they?

[00:10:58] Loretta Stagnitto: I'd have leaders say to me, they're not a good leader because no one under them has been promoted. So just because they're really good, what have they done to promote other people, in front behind them? And if no one's been promoted under them, then would I really question whether they're a good leader.

[00:11:14] Loretta Stagnitto: Yes. We don't think about the people piece of it. It's about the work and meeting the goals and can they get stuff done and how much can they take on and this and that. And in the meantime, the, that level is like the duck in the water. You don't, underneath, they're just like doing this, but they're trying to just keep it, like I'm, I know what I'm doing, but underneath they're struggling 'cause they don't have the support that they need.

[00:11:37] Pete Hayes: So I, I know too much. 'Cause I know that you're qualified. To do this work. And you've been doing it for a couple of decades now?

[00:11:45] Loretta Stagnitto: Yes.

[00:11:45] Pete Hayes: On, on, on two things because of decades before you've been in dysfunctional organizations. And then on the book side, you've also been certified in various coaching capabilities.

[00:11:58] Pete Hayes: So you've got the scar tissue and and the certifications.

[00:12:03] Loretta Stagnitto: Exactly.

[00:12:03] Pete Hayes: Yes. But why don't we talk about how those work together? How you need both.

[00:12:08] Loretta Stagnitto: You absolutely do need both. I have run across over the years, people that have been, like, for example, therapists and have moved to coaching, right?

[00:12:16] Loretta Stagnitto: And they've taken them or they have PhDs and academics and so they've become a coach and yet. And so they'll go and talk to the leader and say, you need to do this, you need to do that. You need to do this and that. As a leader myself when I was incorporating, consultants would say that to me.

[00:12:32] Loretta Stagnitto: I'd say, yeah, you don't live in my world. Easy for you to say that I should be doing this and I should be doing that. But you don't understand the dynamics, you don't understand the personalities that I'm dealing with. You don't understand the egos and how I have to bring people along and all those other things.

[00:12:48] Loretta Stagnitto: So I think that's. Part of it and when I started coaching and throughout the years, I've said to people, look, I've had a lot of the jobs of the people that I coach. So I live in your world. Not only from being in that world, but for coaching leaders for all these years. And the beauty of, having that 15 year engagement with one leader is you sit on their management teams, you see how they lead.

[00:13:10] Loretta Stagnitto: You see who's a good leader, you see who's not. So I learned a lot from my clients, and I taught my clients a lot as well. So I think that's why it's important to have that formal training, because it's not some people are natural leaders. They can figure it out. Others, would be like, just you need empathy.

[00:13:29] Loretta Stagnitto: How do I develop empathy? All right, let's take an assessment. The assessment says you're not really good at empathy, so now how can I get you to develop empathy? 'cause just because it's not your natural, how do you focus on that really? So what are those strengths and being able to step back and really.

[00:13:46] Loretta Stagnitto: Do that development. If I knew then when I was there, what I know now, or if I had someone like me, I would've probably been a heck of a lot more successful because I think part of it is I didn't do well understanding all of those dynamics. 'cause I was just trying to plow through and be good and do my job.

[00:14:06] Loretta Stagnitto: I didn't realize. Oh, I came across like the victim here. Oh. Oh. I wasn't listening to this perspective. Oh, I didn't understand this person's personality and how to, influence them. So all of those things are really key and they're hard to learn it on your own if you're right in the thick of it all the time.

[00:14:25] Pete Hayes: Yeah. Wow. That's great. The combination of, I call it scar tissue because it's is all those learnings are, and frustrations and different organizations and different leaderships, different leadership styles, and having to find your way. And then you get to the point and now you get the book smart part of it too.

[00:14:43] Pete Hayes: And then they fit together and, but you developed your own. Methodology and approach at this point. Can you take us through that?

[00:14:50] Loretta Stagnitto: Yeah. There's different types of coaching these days and it's really interesting how the market is really full of coaches, right? A lot of executives leave and become coaches.

[00:14:59] Loretta Stagnitto: What I always thought was really important was to have a methodology. And what you see a lot happening in, in today is more, tactical coaching, oh, this person needs executive presence. Let's work on that. Or This person needs to manage their emotions. Let's work on that. And I like, the whole person approach.

[00:15:16] Loretta Stagnitto: It's let's get data, let's get feedback. Let take an assessment. Let's see how you view yourself. Let's go get feedback from others. See how they. View themselves and is there a gap? Do you see that? Let's find out what's required and what skills you need to build so you're not trying to figure it out along the way.

[00:15:34] Loretta Stagnitto: So I actually have a methodology I called Assess act, achieve my marketing background. The I know system. And it's funny because I was talking to my husband who does a lot of positioning. This was years ago and I was saying, I know who I am as a leader and I know what I'm good at and I know what I wanna achieve and I know what I wanna do to get there.

[00:15:51] Loretta Stagnitto: And he goes, oh, it's the I know system. And I'm like, yes, it's the I know system. And then I was thinking about the methodology of. Getting feedback and then figuring out where the gap is and then doing the work and then having the success. And so if you think about it, that's a coaching methodology, but it you do the assessment, assess, then you act because you have to be intentional.

[00:16:17] Loretta Stagnitto: This is where my gaps are, so I have to focus my development on that. And if you do that, then you will achieve what you need. So I have the, I know system and the methodology is assess, act, achieve. But it's very much of a kind of a coaching methodology.

[00:16:32] Pete Hayes: So have you seen have you seen either clients or other coaches get get it out of order or they just, like you were talking about, there may be a specific.

[00:16:45] Pete Hayes: Characteristic that they're going after. But do they, some people just try to act without the right insight and

[00:16:52] Loretta Stagnitto: Yes.

[00:16:53] Pete Hayes: Yes. What happens?

[00:16:54] Loretta Stagnitto: There's a lot of leaders, especially at the senior level who's don't need a coach. It's not for me, it's for my people because I've been doing this for years, I've had a lot of successes.

[00:17:05] Loretta Stagnitto: I know what I do. So they show up with a certain perspective of what their strengths are, how they're gonna do things, and they have a certain self-awareness who they are, right? But if it, if they don't, go back and see if it maps to how other people see you. You may have some blind spots because you think, I've been doing this, I've been successful.

[00:17:26] Loretta Stagnitto: I don't need this. But then you go talk to others who say they don't really know it, but man, are they a bully when they're stressed? And you don't see that 'cause it's just the way you do business. And so I think it's really being able to at any level, be able to assess. How do other people see me?

[00:17:45] Loretta Stagnitto: And do they see me as a good leader? And if I go ask them and then I get in their perspective, I'm building relationships because they're asking me. They care about me even though you're the leader and I'm not. So I think really. Being able to at all levels, being able to understand where are those gaps and how do I constantly view do other people.

[00:18:07] Loretta Stagnitto: And this is why it's really hard to build self-awareness, I think, for leaders at a certain level because they do think, don't need it. Been there, done that I've been successful. Yeah.

[00:18:16] Pete Hayes: But it sounds like that's really the key. If I'm thinking of my own organization and I'm, what should I be looking for?

[00:18:23] Pete Hayes: Somebody that is leading, and maybe they may be very capable, but maybe they're not aware of their blind spots and I might be frustrated that they're not aware of their blind spots or they're not dealing with them. And so I could be on the lookout for that.

[00:18:36] Loretta Stagnitto: I just heard a really great keynote from Adam Grant and he's a organizational psychologist, publishes a lot of books and he talked about having a challenge network. Go find, your challenge network. Go find people that will say to you. You do this really well, but you really need to work on this, and that they're doing it because they care about you and they're gonna be your challenge network because they're gonna tell you the truth.

[00:19:04] Loretta Stagnitto: And those are the people that you should have people that tell you good stuff. But you should also have people that tell you, you don't do this well, and you really need to do this, and you should. Trust those people. They shouldn't only be mentors or peers, right? But being able to ask people, what could I be doing better?

[00:19:20] Loretta Stagnitto: What should I do? And have that challenge network as much as you have that peer network that's gonna support you on things. I thought that was just brilliant, but you have to have the courage to have that network. To go ask people to be someone at a senior level that be, and even your challenge network saying, why are you asking me?

[00:19:38] Loretta Stagnitto: You've been doing this for 30 years. That's exactly why I'm asking you because you represent a different perspective. You might be 30 years younger than me, and I'm not aware of how this perspective is dealing with it because I have a blind spot to that. So I think

[00:19:53] Pete Hayes: how often do you think we get it wrong as business leaders that.

[00:19:57] Pete Hayes: We we say, ah, not getting what we really need out of that person's organization. Maybe they're not building leaders. And how often do we, how often do we miss it? How often do we say time for a new leader? Do you have any have any. Thought on that.

[00:20:15] Loretta Stagnitto: Yeah. What I do is I see two things.

[00:20:18] Loretta Stagnitto: Either I see someone thinks they're really good in this domain, so the leader promotes them and then they're just not cutting the mustard, they're not doing what they need to be doing. So they're like, alright, gee, I thought they were this, but now they're that right? And that's it. And they don't step back and really take the time to say why were you good in this domain?

[00:20:35] Loretta Stagnitto: And why did I think you were here? Maybe you had good leadership agility. But what do I have to teach you that you don't know? Because maybe you were an engineer and a great engineer, that doesn't mean you're gonna be a great leader. So I either see that, or what I do see is they bring in the leader and they're so convinced that this person is gonna do the right thing, or they're so convinced they can get there.

[00:20:58] Loretta Stagnitto: And I always say to leaders, time box it. I love the fact that you're going to spend the time to really figure out if you can grow this person to really figure out if this person can meet it. It's like our, it's like when we have kids and we know that our, I know that kid has that potential.

[00:21:15] Loretta Stagnitto: I just know. And I just know it. And then at some point in time they're either not interested in it and you know they have the potential or you think they have the potential. So what I do is I see that they wait too long. And they're just so hopeful. They're so hopeful, and that person just can't get there.

[00:21:31] Loretta Stagnitto: And so instead of saying not the right fit I really do think you should move on, but I'm in integrity because I tried it. I really worked with you, we did some things and now I'm convinced that this is not the right place or the night. So I see it both ways, either too late or too much time waiting for them to do it.

[00:21:53] Pete Hayes: Let's say you've been brought in and there's hope, right? You're working with somebody they're on their way. Is there a. Is there. Okay, now I've got them to here. And then it is basically you've got them launched. Are they on a journey? Do you check back in with them?

[00:22:08] Pete Hayes: Or what does it look like? Maybe I'm asking for what does your practice look like? And I know you've got different products. Yeah. But I'm trying to, first of all just get a sense of. They don't get fixed, but I think they get a new perspective. They're on the journey. Maybe have better self-awareness.

[00:22:22] Pete Hayes: Is that what it, is that what it looks like? That's exactly right. It gives you the opportunity to just step back. And that's what I, when I, we talked about that director level and that's, and that's the group that burns out very quickly because they can't get promoted or because, they're just, they don't see any advancements. So they say what the heck? I'm gonna give up my aspirations 'cause at least I've got a job. I, at least I'm being paid. That sort of thing. But my, hypothesis is if you coach them and if you invest in leadership coaching, it gives them the opportunity to step back and do exactly what we've talked about.

[00:22:57] Loretta Stagnitto: Find that self-awareness. What do I do? What are my strengths? What am I not doing? What do I need to be doing differently? What do I need to be doing better? Actually having a plan and then executing on that plan, taking on new practices. Maybe your culture and your organization is not strong. Maybe you're inconsistent with, the way you run your meetings or all those things.

[00:23:18] Loretta Stagnitto: So you learn all those things. You start to incorporate that, and then you keep going back for more feedback. And are you making a change? Is it different? And what I like about that level of the organization is because we've dedicated coaching to people that are already in the C-suite. They look at it and go, wow, this is awesome, because I've got that trusted advisor.

[00:23:41] Loretta Stagnitto: I also have, my program is not only one-on-one, but it's group. You put peers together because then when you're in with your peers, you're like, oh, you're going through that too. I thought I was the only one. Oh, wow.

[00:23:54] Pete Hayes: So you can really work on an organization's effectiveness when you have a peer team that you're working with, and that's one of your, I think that's one of your offerings that makes you a little bit different.

[00:24:03] Loretta Stagnitto: Exactly right, because mine the newest one is a three month introduction to group in peer, inter one-on-one in peer coaching for that level because likely they've never had coaching in some way. And so just the opportunity to have a coach and to talk to someone even for a short period of time and go through the methodology of.

[00:24:22] Loretta Stagnitto: Doing an assessment, getting the feedback, and then working with the coach that says, here's the areas you need to work on, and then teaching them. Now go talk to your manager about that and giving them the tools to talk to the manager saying, here, this is what I aspire to. 'cause those development conversations don't happen until it's time for promotion.

[00:24:40] Loretta Stagnitto: But if you could be having those conversations with your leader all along the way and saying, I do aspire to be in the C-suite. I do wanna get there now, my leader knows that. So they're now, they're, taking you under their wing, but you have to drive that. I think so many times we think at that level, I'll just work really hard and I'll meet all my objectives and they'll do it.

[00:25:01] Loretta Stagnitto: No, your manager's busy. Your leader is busy. But if you show up and say, I need you to help me with this, and I want all these things and advocate for myself in conversations, more than likely they're gonna start looking at you as you're one of my high performers and now I'm gonna start, moving you along.

[00:25:16] Loretta Stagnitto: So really teaching them how to do that and the peer is important because at the end of the program, I go away. But now you have someone. That can be in your organization, that can be a trusted advisor to you, that you don't have to worry about if I have this conversation, they're not gonna think I'm confident.

[00:25:33] Loretta Stagnitto: Or if I have this conversation and tell them I'm emotional, they're gonna say, oh, they're too emotional. I can't promote them. So it also allows for that trusted advisor, someone at your level. And we all need that. We all need that peer to be able to help us. So that's what. What I, created this program specifically for that level so that you take them through the coaching methodology, you have conversations with the coach, you have conversations with your peers.

[00:25:58] Loretta Stagnitto: Then the other thing that I think is really important, Pete, is, when you're at the C-Suite level, what are the things you do? You have to give feedback. You have to receive feedback, you have to have difficult conversations. You have to learn how to manage your time and your capacity.

[00:26:12] Loretta Stagnitto: But it's not until you get into the C-Suite do you figure that all out on your own. And and you're, so what I, my program says, these are the skills that are really important. They're important at this level, and they're really important when you're in the C-suite. So let's talk about how to have a difficult conversation.

[00:26:27] Loretta Stagnitto: Here's a framework. Let's get in your peers group and let's practice. Let's talk about giving and receiving feedback. Because you have to receive it, and then you have to act on it, and you also have to give it in a way that's productive. So let's talk about that. Let's talk about managing your capacity.

[00:26:43] Loretta Stagnitto: It's not about taking on more. Most leaders are afraid to delegate. If I delegate to that person that I'm just gonna be burdening them and I don't wanna. No, you're gonna be developing them, you're going to be supporting them. You're going to be teaching them how to be in the C-suite. And do you have to do everything or do you need to step back and say, what's the highest priority that's gonna bring the most value for this organization That I can do?

[00:27:06] Loretta Stagnitto: And then help me figure that out. So we help them manage their capacity and their commitments. And then just leading period. I'm a big proponent of leading via questions, strategic questions. How do I ask those questions that help me lead versus managing? So as part of the program, we teach those things because those are things you're gonna need in the C-suite as well, right?

[00:27:28] Loretta Stagnitto: And again, we think that we're gonna get those as by osmosis. 'cause either we're a natural born leader or we're gonna learn it, but. There are opportunities to actually teach that and to say, these are things that are helpful to me as the C-suite. Now I'm gonna help you because that's part of my succession growth and how I'm gonna get you to be successful once you get there.

[00:27:50] Pete Hayes: Wow. I'm getting this great picture of helping the CEO, helping the C-suite that works with them, helping that next layer down, helping peers work better together. There's better leadership, there's better progression. There's getting things done, but it's not about the it's it, the organization functions when people are communicating well and they're aware of their blind spots they're aware of their gaps that exactly be addressed.

[00:28:20] Loretta Stagnitto: I call that systemic coaching. 'cause it's really it is systemic coaching, right? Because it's just not about me as the leader. It's like how do I lead my team? How does your team all engage together? Are they aligned? I have a lot of stuff where this team is really functioning, but that organization that they have to work with is not bringing in cross-functional organization.

[00:28:39] Loretta Stagnitto: So it's systemic. You have to work at all levels of the organization and cascade it down. 'cause it's just not about behavior. It's about how does the team engage together. Even from a team perspective, everybody gets in and the first thing they do is the work. All right? Who's doing the work? And I'm like, oh, step back.

[00:28:55] Loretta Stagnitto: Let's figure out who's on the team. What is your agenda? What are your strengths? What are my strengths? What's our charter? What's gonna make us successful? They don't do that until all of a sudden there's this kind of stuff happening. Then they call me in and I'm like, okay, let's step back. Let's charter.

[00:29:10] Loretta Stagnitto: Let's figure out who's on the team. Is there a trust in this? So we work on the what? We don't work on the how. And so systemically you have to work on the how and so I think that's also the value of, this type of real leadership coaching versus some of these programs that are like, I've got this platform for you and I check the box.

[00:29:31] Loretta Stagnitto: I'm having my person coached and I'm teaching them how to build their executive presence. It's a skill, but it's not a leadership Yeah. Philosophy practice that's gonna make you successful.

[00:29:42] Pete Hayes: Yeah. That the how is the gap? I can

[00:29:45] Loretta Stagnitto: see the how is the gap. Yeah, exactly.

[00:29:47] Pete Hayes: Loretta, this has been so much fun.

[00:29:49] Pete Hayes: Me too. Yeah. So loretta Stagnitto.com is where you want to go. Reach out to Loretta. She'd be delighted to have a conversation about your organization and maybe there's a place she can help you. Your direct reports or your mid-level management tackle those gaps. Become more self-aware. Get the right things done and move your organizations forward.

[00:30:11] Pete Hayes: Loretta, thank you so much for

[00:30:12] Loretta Stagnitto: go slow to go fast. That's go slow to go

[00:30:15] Pete Hayes: fast.

[00:30:17] Loretta Stagnitto: Yeah. Thank you for having me. This has been great, fun conversation. I really appreciate it.

[00:30:21] Pete Hayes: You're welcome And everybody, we'll see you next time on CEO Growth Talks.