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UID:48@events.mentoringcenter.org
DTSTART;VALUE=DATE:20260909
DTEND;VALUE=DATE:20260910
DTSTAMP:20260720T071215Z
URL:https://events.mentoringcenter.org/event/mentoring-for-leadership-tran
 sition-what-nobody-tells-the-newly-promoted/
SUMMARY:Mentoring for Leadership Transition: What Nobody Tells the Newly Pr
 omoted
DESCRIPTION:\n\nSteve Riddle is the Founder and Principal of CoachStation\,
  a leadership coaching\, mentoring\, facilitation and HR advisory consulta
 ncy based in Brisbane\, Australia\, operating since 2010. He works with se
 nior and emerging leaders\, HR professionals and business owners across me
 dium to large organisations on leadership capability\, culture\, accountab
 ility\, communication and performance.\n\nPrior to founding CoachStation\,
  Steve held senior corporate roles including National Customer Experience 
 Leader at GE Money and customer service leadership at Toyota Finance Austr
 alia. Across fifteen years of coaching and mentoring practice\, he has wor
 ked with hundreds of leaders navigating the shift from individual contribu
 tion to leading others.\n\nSteve is the primary author of Falling Into Lea
 dership\, a Fellow of the Queensland University of Technology Queensland L
 eadership Institute\, an industry mentor with Griffith University\, and ha
 s volunteered as a mentor with the Queensland Government Mentoring for Gro
 wth program since 2020. He holds a Bachelor of Business (Marketing)\, a Ce
 rtificate IV in Coaching\, a Certificate IV in Training and Assessment and
  is DiSC accredited.\n\n\nSession Description\n\n\nMost people are promote
 d into leadership because they were good at something else. The technical 
 skill\, the commercial result or the reliability that earned the promotion
  is rarely the capability the role now requires and few organisations make
  that shift explicit. The result is a period of quiet struggle that many n
 ew leaders assume is unique to them. At the centre of that struggle is a l
 oss most new leaders never name: the loss of visible personal output.\n\nT
 his session examines where that transition reliably breaks down\, drawing 
 on fifteen years of coaching and mentoring practice\, 30+ years of leaders
 hip experience and the case material behind Falling Into Leadership. It lo
 oks at the predictable patterns in the first eighteen months of a leadersh
 ip role\, why mentors so often address the presenting problem rather than 
 the underlying one and how to structure a mentoring relationship that acce
 lerates the transition rather than simply supporting the person through it
 .\n\n\nWhat Participants Will Gain\n\n 	An understanding of the specific c
 apability shift required when moving from individual contributor to leader
  and why it is so often left unspoken\n 	Recognition of the three patterns
  that most commonly stall new leaders and what each one looks like from th
 e outside\n 	The ability to distinguish between a mentee's presenting prob
 lem and the underlying capability gap\n 	Insight into how accountability a
 nd decision quality develop in early-stage leaders and where mentors can m
 ost usefully intervene.\n
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