Ever wondered what it takes to make the jump from middle management to the big leagues?
In this episode of Business Focus, Brendan Ritchie chats with Gavin Houchell, Director of the Acquire Group, about the crucial steps and mindset shifts needed to take on a leadership role. Gavin shares practical tips on exploring your potential, evaluating if leadership is right for you, and navigating the path to the top, including mentorship, skills-building, and realistic self-assessment. Whether you’re aiming to be the boss or just exploring your options, this episode has insights you won’t want to miss.
Episode Highlights:
In today’s dynamic corporate environment, moving up the ladder to a leadership role is often both an inspiring goal and a daunting prospect. During a recent episode of Business Focus, Gavin Houchell, the director of The Acquire Group, shared valuable insights into what it takes to step up into executive leadership. Whether you’re a middle manager aspiring to become a senior leader or simply exploring if the executive path is right for you, Houchell’s perspective offers a grounded and practical approach to evaluating and navigating this journey.
For anyone eyeing the next step up, the first question is: do you truly understand what the role entails? Often, people admire a position from afar without fully grasping the responsibilities or daily realities it entails. As Houchell explains, many people “don’t know what they don’t know.” This gap can lead to misconceptions about roles and may result in misaligned expectations. To bridge this, Houchell suggests job shadowing as a vital step. Spending time with someone already in the role, observing their day-to-day responsibilities, and gaining first-hand experience can provide essential clarity.
Additionally, understanding one’s strengths and “superpowers” is critical. Identifying what you’re known for or what sets you apart can highlight where you might add unique value in a more senior role. Reflect on feedback from colleagues, managers, and mentors to better understand these qualities.
If job shadowing alone isn’t feasible, Houchell proposes a concept he calls “20% time.” This involves setting aside one day each week for six weeks to explore different aspects of the business. This approach allows you to gain a taste of various functions or responsibilities within the company without fully committing to a role shift. Houchell points out that even small doses of hands-on experience can significantly enrich one’s understanding of what leadership roles actually entail.
Another suggestion is the idea of a job swap, which can give you and your colleagues a feel for each other’s roles and foster a deeper sense of empathy and understanding across departments. While job swaps aren’t for everyone, they can be particularly effective in organisations where cross-functional collaboration is essential.
As you climb the career ladder, honing new skills becomes increasingly important. Houchell recommends asking yourself: What are my superpowers? Reflect on both your formal performance reviews and informal feedback to uncover qualities that define your approach to work. Leadership roles often require more than technical expertise—they demand an ability to connect with people, manage conflicts, and maintain perspective amid challenges.
Taking the initiative to work on projects beyond your immediate role is another strategy to build relevant capabilities. Volunteering for cross-departmental projects can expose you to various facets of the business and cultivate the well-rounded experience that executive roles require.
Mentorship and coaching play critical roles in professional development, but Houchell emphasises a distinction between the two. Mentors are often external figures who can provide unbiased perspectives. They might engage with you over a year or so, offering advice based on their broader industry experience. Mentors aren’t invested in your day-to-day work outcomes, which enables them to challenge you honestly, pushing you to grow in ways that internal mentors or managers might not.
Coaches, on the other hand, work more intensely and directly. They may meet with you weekly, focusing on defined goals. Executive coaching is especially helpful for overcoming specific challenges or improving skills. Houchell notes that a blend of mentorship and coaching can be highly beneficial, especially for leaders transitioning from middle management to executive roles.
For those seeking executive positions, it’s crucial to have a broad understanding of various departments and their functions within the company. Cross-departmental experience builds a comprehensive perspective of the organisation’s operations and challenges. Houchell highlights the value of taking part in projects that require collaboration between departments, which can broaden your exposure to different areas of the business.
As you contemplate leadership growth, consider your organisation’s culture and structure. Houchell explains that mid-market businesses may lack the same career advancement structures as larger corporations. For those who want to stay within their company, it’s essential to explore and create pathways for growth within the existing framework. Proactively engage with your managers to understand available opportunities and, where necessary, develop your own plan for advancement.
A crucial point Houchell raises is the importance of transparent leadership, especially when managing team members who may eventually leave for other opportunities. Leaders should act as advocates for their team’s growth and provide support, whether that’s within the current organisation or beyond. When managers actively support the personal development of their team members—even if it means preparing them for roles outside the company—they foster a work environment based on mutual respect.
Houchell emphasises that aspiring leaders need a roadmap. Establishing clear goals for your personal development is a crucial step in this journey. This could involve setting quarterly or biannual goals and holding yourself accountable. Regularly reviewing your progress helps you stay on track and adjust as needed. These goals should be specific and measurable, whether it’s gaining proficiency in a particular skill, increasing your responsibilities, or taking on a project that aligns with your career ambitions.
Not everyone is cut out for—or interested in—executive leadership. Houchell is clear that it’s okay to determine that moving up the corporate ladder isn’t the right path. The desire to lead needs to align with your values and personal goals, not societal expectations or perceived obligations. For some, finding fulfilment in a role that aligns with their strengths and interests, even if it doesn’t involve executive responsibilities, is the best path forward.
Stepping into leadership is as much about personal growth as it is about career development. Houchell’s advice underscores the importance of self-reflection, proactivity, and continuous learning in the journey to executive leadership. Leadership isn’t a one-size-fits-all path, and the process of growing into a leader is highly individual. By identifying your unique strengths, seeking mentorship, gaining cross-functional experience, and maintaining a forward-looking mindset, you can build the foundation for a successful and fulfilling leadership career.
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