The Eagle Lesson and the Mirror
High above the mountains, an eagle prepares its young
eaglets for flight. At first, the parent builds a strong nest and provides
food. But as the eaglets grow, the eagle begins to change its approach—removing
soft feathers from the nest, nudging them toward the edge, and eventually
encouraging them to leap.
It’s not about control. It’s about confidence. The eagle
knows its role is to equip, not hover. It trusts the eaglets to soar on their
own.
That’s exactly what executive coaching does for leaders. Coaching is the mirror
that helps us see when we’re acting like the eagle—or when we’re clinging to
the nest. It reflects the habits that keep us hovering: micromanaging,
over-involving, and holding on too tightly. And it shows us the skills we need
to equip our teams—trust, delegation, and empowerment—so they can fly without
us.
When leaders embrace the mirror, they stop asking, ‘How do I control more?’ and
start asking, ‘How do I prepare my team to thrive without me?’ That shift is
the essence of leadership growth.
If anyone has followed the stories of Jackie and Shadow and
their eaglets in Big Bear Lake, California, you will understand the importance
of equip, don’t hover. For a whole season of preparing the nest, protecting the
eggs, nurturing and feeding to preparing them for life out of the nest, I
waited daily to see the rapid growth of confidence these eaglets took on… all
the way through soaring in the skies on their own. It was heart-touching, and
Jackie and Shadow looked on with pride even though they knew there was a chance
they may not see them again. They did their job and will move on to begin to
prepare for their next set of eaglets.
Executive Coaching: The Mirror Leaders Need
Executive coaching is that mirror. It reflects not just
what’s visible—your decisions, your style—but what’s beneath: your assumptions,
blind spots, and untapped potential.
1. Clarity Through Reflection
In the rush of deadlines and decisions, we rarely stop to
ask: ‘Why do I lead this way?’ Coaching creates space for leaders to pause and
see themselves clearly.
·
Takeaway: Reflection isn’t indulgent—it’s
strategic. Clarity leads to better choices.
2. Unlocking Blind Spots
Every leader has blind spots. They’re not weaknesses—they’re
simply areas we can’t see alone. Coaches act as trusted guides, shining light
on behaviors and beliefs that impact our teams.
·
Takeaway: Awareness is the first step toward
growth. What you can’t see, you can’t change.
3. Building Emotional Intelligence
Leadership today isn’t just about strategy—it’s about
empathy, resilience, and adaptability. Coaching strengthens these muscles by
challenging us to lead with both head and heart.
·
Takeaway: Emotional intelligence isn’t optional;
it’s a leadership superpower.
4. Why Micromanagers Often Want Promotions
Here’s a paradox: leaders who micromanage often do so
because they want to prove they’re ready for the next level. They believe that
being involved in everything demonstrates competence and commitment. In
reality, it signals the opposite: inability to delegate, scale, and
trust—qualities essential for advancement.
Micromanagement shows up in two ways:
·
Having to Be in Control or Involved in
Everything Your Team Does – Fear of mistakes, belief that oversight equals
leadership, and lack of trust.
·
Inserting Yourself Everywhere (Even Outside Your
Responsibility) – Desire for visibility, anxiety about being overlooked, and
misunderstanding that involvement equals impact.
·
Leadership isn’t about holding on—it’s about
letting go at the right time.
Leadership Challenge
This week, ask yourself:
·
Where am I hovering instead of equipping?
·
What one area could I trust my team more?
Further Reading
·
The Coaching Habit by Michael Bungay Stanier –
Learn how to ask powerful questions and lead through curiosity, not control.
·
Multipliers by Liz Wiseman – Discover how the
best leaders amplify others’ intelligence instead of micromanaging.
·
Dare to Lead by Brené Brown – Explore trust,
vulnerability, and courage as cornerstones of leadership.
