Leaders in investment organizations are often promoted for their exceptional technical skills—analysis, presentations—not for their management abilities. This creates a leadership deficit that requires deliberate focus and coaching to overcome.
Senior leaders, like managing partners and CEOs, often carry significant burdens they cannot share with their teams or even their families. This creates a profound sense of isolation, highlighting the need for a trusted, confidential advisor.
Firms invest heavily in sourcing candidates but fail at onboarding. The crucial first 90 days, when an executive is most vulnerable, are often neglected, treating the hire as a 'done deal' instead of the beginning of a critical integration phase.
To give difficult feedback, use the Situation-Behavior-Impact (SBI) model. Instead of making accusations, state the situation, the specific behavior, and crucially, the impact it had on you. This approach prevents triggering a defensive, fight-or-flight response in the recipient.
Compared to the general population (40% 'Thinkers'), investment professionals are overwhelmingly thinkers (80%+). This personality skew explains why these organizations can feel colder and why leaders may not instinctively consider the informational or emotional needs of their teams.
Limited Partners (LPs) often celebrate when a team member is hired away for a bigger role, viewing it as successful talent development. In stark contrast, General Partners (GPs) in private equity and venture capital typically view such a departure as a failure or a negative event.
Instead of dwelling on what went wrong, anchor coaching in the future ('feed forward') by planning for the next opportunity. Reinforcing positive actions with 'highlight reels,' like coach Tom Landry did, is far more effective at encouraging repeat performance than only analyzing fumbles.