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Recent Individual Executive Coaching Projects

Client: Talented former individual contributor leading growing consulting group. Struggling with aspects of the new role, particularly key customer management and people problems.

  1. Used self-assessment to help clarify management identity, along with personal and professional goals. Client shifted to focus on management results in terms of profit, productivity and customer satisfaction. He also developed more of a process-orientation, developing his managers by delegating more of the administration to them.
  2. Through 360 feedback, we identified strengths he brought to the management role and key improvement areas. Strengths included intelligence, willingness to change and a commitment to being a successful leader. Needed improvements included understanding others, supervisory skills and credibility as a trusted member of the management team.
  3. Over nine months, he applied his strengths in problem-solving to leadership issues such as “measuring achievement” through others, expanding his credibility by understanding culture, networking, maintaining confidences, managing his “explosiveness,” increasing political awareness and grasping differing points-of-view - the “gray.”

Client: Mid-level executive hired to manage a turnaround situation for a core development group of 20. After some initial success, he began to experience significant resistance to his ideas from peers and threatened turnover of key talent within the group.

  1. Through assessment and a custom designed coaching plan, identified strengths — intelligence, a sense of urgency and a high level of integrity and trust with subordinates. We designed a coaching plan to leverage these strengths by addressing behaviors hindering his success — directive micro-management, impatience, damaged peer relationships and political savvy.
  2. He modified his management style toward a more participative approach, delegating more and allowing subordinates to own larger responsibilities. He developed critical leadership skills in the areas of interpersonal savvy, managing diversity, cross-functional awareness, peer and boss relationships, communication skills, influence and negotiating skills.
  3. Over six months, he was able to repair damaged peer relationships and win the support of his group for the needed changes. The group is now known for their responsiveness and quality, receiving numerous accolades from key business units.

Client: Director for a major Boston hospital looking to be promoted to higher levels of responsibility, and to be seen as a key senior player.

  1. Client learned that her “crisis management” style was her biggest obstacle. She developed her managers by increasing responsibility, accountability and providing them with a mentoring plan. This allowed her time and energy to look at larger issues.
  2. Feedback helped her realize she needed a “marketing plan” to be seen as an innovator. Over twelve months, she improved her networking and presentations skills. She began attending industry conferences, enhancing her strategic skills, sharing information and facilitating dialogue with the CEO and key staff.