Results
AGILITY AND CHANGE
A high potential Director and I partnered to develop his executive presence. This leader exemplified what senior executives wanted in their future leaders with a unique combination of charisma, introversion, and creativity. However, Covid isolation did impact his effectiveness and productivity. Coaching was an investment in his future and confirmed his value. During our work, he regained his focus and energy and reapplied both to his strengths—entrepreneurial, empathic, and empowering way of leading.
Results: Delegating more responsibility to senior team members offered them the chance to level up. His time shifted to building the business and creating new revenue streams. During our engagement, he reported to 4 different leaders. He adapted to this new normal and found how to redeploy his reputational capital to these new leaders and develop best practices for managing up.
REPAIRING AND BUILDING TRUST
I was coaching an already successful company President with strong interpersonal skills. His derailers? Impatience, need for control, lack of availability. He never had enough time and worked with an extreme sense of urgency. He damaged a key relationship with a peer/partner due to this. His coaching work required a clearer definition of trust and learning more about what it’s like for others to work with him—in other words, “what’s in it for them?”
His coaching goals? Learning to trust, improve communications, delegate, listen more intentionally, and build productive relationships.
Results: Ron developed stronger peer relationships and an ability to let go of tasks and entrust them to the team, empowering the team to act 1 level up and yield time to focus on strategic aspects of his role. The company win—increased profitability.
OWNING A SEAT AT THE TABLE
C-Suite Leader with dual responsibilities (General Counsel and Client Relations) discovered that her altruistic preferences greatly impacted how she worked with others. As a result, this leader shifted her style significantly through assessments, stakeholder feedback, and understanding more about her strengths.
She found a way to channel her interpersonal sensitivity and let go of specific work responsibilities better suited for others to manage. Instead of feeling bad about giving extra responsibility to the team, she repurposed her strong altruistic tendency into developing her team and supporting their career growth. Her actual value to the firm lay in her exceptional strategic mind. Balancing her professional time to the highest value priority gave her tremendous satisfaction.
Results: Jodi gained more strategic thinking time, provided better career progression for her team, and increased her productivity and value to her firm. The firm benefitted from Jodi moving to the next level by creating cost-effective use of her time.
TEAM EFFECTIVENESS
Navigating change was a goal for this high-potential administrative director. However, having been promoted three times within 18 months, the pace of change created stress and tension, not to mention experiencing. Imposter syndrome. Her primary focus? To be more self-aware of triggers and blindspots.
Results: Mallory could recognize how her reactions contributed to workplace culture; without pausing to think, the outcomes often escalated an already uncomfortable situation. Now she’s more in tune with how to diffuse tension and has learned what motivates her team and peers. As a result, the culture she creates is more enjoyable and harmonious.