Senior Leaders Still Need Learning and Development

They’ve finally made it: They’re in a senior executive role. Whether they’re an SVP, EVP, or C-level executive, the assumption is clear: They’re a master of their craft and the kind of leader who no longer needs handholding. But that’s the paradox of being a senior leader: The higher you climb, the thinner the air of support. While mid-level leaders are often offered structured onboarding programs, frequent manager engagement, 1:1s, skip-level 1:1s, and formal mentorship, senior leaders often enter a new role or organization to…silence. They transition from being nurtured and assessed to operating largely on their own, expected to execute flawlessly in unfamiliar terrain. They’re expected to set the vision, guide others, and deliver results early and often. Through my executive coaching work, I’ve observed that this invisible drop-off is one of the least-recognized and acknowledged risks in organizations today. And yet the lack of support can shape the performance and mental health of the very people entrusted to set the course for everyone else. We’ll talk about why that happens and how HR leadership and the most senior leaders can set their newest executives—and their organizations—up for success. Why Senior Leaders Don’t Get the Support They Need It’s counterintuitive when organizations stop investing in talent development at the highest levels, since that’s where the risk is the highest. SVPs+ are navigating new power, a new and wider scope of responsibilities, and new visibility, all without a net. I’ve observed a few reasons why organizations simply don’t believe senior leaders need as much development as their earlier-career colleagues: The mastery myth: The belief that executives “know what they’re doing” simply because they’ve reached the top. SVPs+ are seen as having “arrived.” Program prioritization: Companies direct resources toward directors and VPs, where leadership pipelines are built and turnover is higher. The stoicism culture: Admitting uncertainty is perceived as weakness when they were hired to “figure it out” on their own. Lack of demand: Senior leaders don’t ask for development or support because they believe they should already have the answers. That stoicism and resistance can lead to isolation and anxiety at the top, where SVPs, EVPs, and C-level leaders start questioning the very capabilities that got them to this high level, resulting in them either making poor decisions or hesitating to make them at all. Those who have been promoted into these senior-level positions may even fall back into old habits, getting in the weeds on execution instead of strategy, because that’s where it’s been safe for them and how they rose up the ranks. Closing the Gap Ironically, the very capabilities that propel senior leaders upward—such as confidence, decisiveness, and strategic focus—erode when support structures evaporate. That’s why it’s important to provide support in a way that matches the unique realities of being a high-level executive. Here are five strategies to close the gap: 1. Normalize executive onboarding every time. One of the most successful senior executives I onboarded had a personalized training program that covered company and product history, the history of the team they were hired to lead, and company-culture nuances. She was able to gain deep knowledge in those personalized sessions within the first two weeks of her tenure, accelerating her ability to make an impact. Not every company has the time to create personalized onboarding for every senior leader, but they do need some executive onboarding that’s more comprehensive than what’s provided to all new hires. Here are some elements to prioritize: Specialized onboarding sessions for SVPs and higher-level leaders, focusing on expectations, company-specific leadership styles, and culture dynamics, with examples of how the company’s values are honored in everyday leadership. A schedule of early meet-and-greets with cross-functional stakeholders for a broad understanding of workflows between business functions. A touchpoint at the end of every day of the first two weeks to answer questions so mistakes are minimal and the executive’s confidence can build quickly. When comprehensive executive onboarding is normalized, a new leader can enter with clarity and confidence instead of feeling like an outsider trying to fit in, especially when their executive peers already have established relationships. 2. Build confidential peer-coaching opportunities. Every senior leader needs a safe space to test ideas without fear of judgment. Coaching that pairs leaders with peers from different functions can create that outlet. Rotating peer-coaching partners quarterly for the first year can also broaden perspectives and relationships. Additionally, consider establishing small senior leadership group forums where executives can workshop challenges in their onboarding or within their teams. Such engagement opportunities reframe vulnerability as a strength and collaboration as the norm, reducing isolation, normalizing learning, and keeping leaders accountable for their own growth. 3. Facilitate reflection early and often. Executives benefit from structured reflection time, particularly in their first six months. Host sessions where leaders examine what’s going well, what’s unclear, and where adjustments are needed. Use neutral internal or external facilitators to reduce performance pressure and create space for vulnerability—even before trust is fully established. Positioning reflection as an investment in accelerating impact will provide executives time and permission to adjust to their new role and course-correct before small issues escalate. 4. Introduce focused 360s at key intervals. Feedback doesn’t end at the director or VP level. In fact, it’s even more critical at the top, where blind spots carry organizational consequences. Too often, I’ve witnessed senior executives hesitate to give direct feedback to a new peer, choosing instead to discuss concerns privately and hoping the individual will “figure it out.” The results— misunderstandings, misinterpretations, and eventual failure—are predictable. A better approach is to build feedback into the onboarding and annual review process. Run an 360 assessment to capture early impressions that can shape direct feedback and help a leader pivot quickly as needed. Conduct another assessment at six months to evaluate growth and alignment. Share results in a constructive, nonjudgmental framework that encourages pivots and strengthens performance. This practice reinforces a culture of continuous learning, even at the highest levels. 5. Formalize upstream mentorship and coaching. Senior leaders need trusted guides. Sometimes that’s a board member; other times it’s an external executive coach. Pair new executives with mentors who understand the unique stakes of senior leadership and can provide guidance and perspective. Ensure access to external coaches, who can bring not only impartiality, but also insight about how to navigate their new company culture. Finally, connect the new leader with board sponsors who can accelerate their understanding of the organization’s higher-level risk and governance approach, such as the enterprise-wide risk appetite and how decisions are influenced by shareholder expectations and regulatory scrutiny. This type of exposure will ground the leader in the strategic, financial, and reputational considerations that drive board-level priorities to help inform their own leadership and decision-making. When leaders have transparency and feel supported upstream, they can lead downstream with greater clarity and confidence. Moving from Accidental Growth to Intentional Growth The core challenge is that too often, growth at the top is accidental. Leaders adapt reactively, learning by trial and error in high-stakes environments where everyone is watching. By designing programs that encourage intentional growth, senior leaders will have a support system to help them thrive and build trust with their teams and cross-functional stakeholders early on. By introducing structured development at onboarding and throughout the tenure of SVP+ executives, organizations not only reduce executive isolation and burnout, but they also protect decision quality, cultural stability, and long-term performance.

Senior Leaders Still Need Learning and Development

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