Case Study #1
Why Don’t They Understand?
Many coaching engagements focus on developing an executive's ability to engage and communicate thoughts better. Whether its articulating a vision, communicating a strategy or even driving day to day operations, often enough key messages don’t get through, buy-in is poor and worse still, business doesn’t move. With the support of executive coaching, individuals and teams can explore why this happens, clear the clutter, articulate their thoughts better and move forward.
Scenario
I recently worked with a young Chief Strategy Officer. A scholar and top performer. The client had always been ahead of the game and rose quickly in his career. At a relatively young age, he had already assumed a seat at the leadership table reporting to the CEO. His peers were many years his senior. As Chief Strategy Officer, his focus was creating new strategic growth initiatives. This not only required buy in from the his peers and CEO, but also the board. Unfortunately he found his ideas were being pushed aside for no clear reason. He was soon losing confidence and worse still, the board also questioned whether he was even suited for that role.
Through a psychometric assessment, it was suggested that whilst he scored high in strategic visioning and agility, he was low on collaboration and balancing stakeholders. There were reflections too that whilst he was humble, he lacked empathy.
Through our initial coaching engagement and assessment, we were able to discover that what he thought was clear-cut in his mind was not easily the same by his peers and superiors. Perhaps even his subordinate team members.
Our Approach
Through coaching, we worked on creating a more customer-focused approach to his day to day initiatives. For someone who does most of the talking, he soon realised that by listening more, he would be more attentive to the needs of his ‘internal customers’ rather than what he assumed they would understand. In the coaching process, he also discovered that not all individuals are the same. He therefore needed to spend more time on understanding individuals more distinctly & tailor-make his ideas more individually. Through coaching, we also realised that being a top performer since young, he constantly felt under pressure to exceed. He then learnt that its ok to let go sometimes, but learn from those experiences to be better.
Outcomes
We worked on specific initiatives together and progressively over a six month period, his ideas and proposals were more receptive by the board. His peers also responded more positively to his ideas. He found that he had more time to think things through, rather than being bogged down with too much to do. Feedback from his CEO was positive in that he saw changes in his attitude, was more receptive to others ideas and more importantly was showing good measurable results. He hasn’t made CEO yet, but is certainly heading that way.
Footnote: Whilst this is a true account of coaching, for obvious reasons more specifics have been purposely excluded for client confidentiality. Client references can be obtained on request
Case Study #2
Where do I go from here?
Feeling stale? Career Cross-Roads
Given my experience in Executive Search, often enough clients turn to me for career guidance as part of the coaching process. As a coach however, I still need to be careful not to impose what I think is right, but remain objective in coaching a person in a direction that they discover is right. Such is this case where my client was at a career cross-roads and needed help to make a decision.
Scenario
The client is an up and coming professional, who had been earmarked as a talent in the leadership pipeline. I was called in to coach this talent and a few peers to help them work on specific areas of growth as part of their ongoing development program. In this instance, there was no specific target set at the on-set, but rather work on issues as we discovered them.
From a psychometric assessment and internal feedback, we found that the client had a good leadership profile, was generally viewed as a high potential, well liked and seen to be effective by peers and superiors. So there were no immediate issues to be addressed here.
The client however was at a cross-roads career-wise, with an option to accept a scholarship to further studies or continue to progress within the organisation. Whilst taking a year off to further studies was a good option, the fear of being left behind in opportunities for promotion ie “out of sight - out of mind” was a concern.
Through our coaching process, we discovered there were deeper issues that were affecting the confidence in decision making. Whilst either option would have been fair, the constant clutter of ‘self-doubt’ appeared to hinder progress in making a decision and living with it.
Our Approach
The discovery process in coaching is very impactful more so when a client opens up and discovers personal circumstances where in this case, even reflecting on childhood, that continue to shape a persons thinking into adulthood. Over a 6-month period I worked with his client to comfortably explore different options, understand concerns and work on clearing the ‘noise’ that hindered progress step by step. Through opening to up various possibilities, this client was able to bring down mental barriers that hindered progress. The client soon gained confidence that whichever option was chosen, whilst there would be pros and cons, one must just move ahead.
Outcomes
This client eventually made a decision, carefully considering all circumstances, more importantly with strong conviction. More importantly, this client has discovered another level of confidence and ability which is being reflected in more responsibilities and recognition.Though not as frequent, support through coaching continues as part of this client’s continuous development.
Footnote: Whilst this is a true account of coaching, for obvious reasons more specifics have been purposely excluded for client confidentiality. Client references can be obtained on request
Case Study #3
There’s a new Sheriff in town
Start-up Business transformation
Executive coaching serves a unique purpose especially in times of change or leadership succession. Executive coaching helps leaders in new company start-ups, new CEO appointment or business turnaround.
Scenario
In this particular instance, a new CEO had been appointed in a foreign multinational to succeed an expatriate incumbent. This was the first time in the companies history that a local leader was entrusted at this level of seniority.
The client had been identified as a high potential leader. He had been recruited into the company a few years ago as a freshtalent and in many ways was being groomed for future leadership opportunities. We were hired to help him during the period of transition as he took over from the incumbent who was being promoted elsewhere.
The brief was that as a young leader, the client needed to gravitate upwards and laterally as the new CEO, graduating from a senior technical role to a broader senior leadership role. Through a coaching process, we could work with the client to create awareness of leadership responsibilities at this level, particularly in stakeholder engagement and collaboration. The challenge was that this client had a regional reporting line with a dotted global reporting line.
Our Approach
The coaching process firstly involved an understanding of leadership competencies, traits and drivers of this client. Then through a structured process, we focused on developing his leadership style, relationship style, business agenda, learning needs as well as his personal adaptation to this new role. For each of these initiatives, mini projects were created to provide focus and measurable outcomes. More importantly, the client gained self awareness of his own personal short-comings. Being a technical professional, the client was also diligent in following up on specific initiatives, with a strong sense of self-realisation. Growth of confidence in stakeholder engagement outside his normal comfort zone was also apparent as he continued to be challenged as part of his on-boarding process.
Outcomes
This client has since progressed well into his new role. External stakeholders have seen visible improvements in his leadership maturity and approach to the role. Our efforts resulted in a sustainable coaching assignment moving into the next phase of his growth.
Footnote: Whilst this is a true account of coaching, for obvious reasons more specifics have been purposely excluded for client confidentiality. Client references can be obtained on request