Case Studies
Adapting Influence Style
A senior director was struggling to gain traction in her new role. Her commitment and dedication came across as pushy and inflexible. Accustomed to influencing by authority, she struggled to get buy-in and commitment from colleagues. In addition, her focus on meeting her objectives blinded her to the impact she had on others, and to the need to adapt her style to different situations and cultures.The coaching helped her to adjust and take a more reflective and nuanced approach with different stakeholders. Gradually she became respected for the ability she developed to listen to her team and gain their full engagement by building on the ideas they generated. As a result she was able to move to a bigger role where she has been praised for her poise and maturity, her ability to get people’s buy-in, and her capacity to deliver positive results.
Moderating Intensity
A senior partner in an international law firm was receiving feedback that he needed take a more collaborative approach to his work. An exceptionally bright and driven individual, his perfectionism and need for control was alienating colleagues. The intensity of his approach and his drive to produce impeccable work led him to micromanage his team and, at times, had an impact on the timely delivery of work. Although well respected in the firm for his expertise, he was not seen as a team player and there was concern that he pushed his juniors too hard.The coaching helped him to see how his own need to excel, and to feel secure in his role, was undermining his potential within the firm. He consciously worked on relationships with his peers and on developing a more collegial and open approach to client work.
In parallel, he worked to rein in his perfectionism and to delegate more to his juniors, as well as developing a more flexible approach to their chosen ways of working. After making these adjustments he felt considerably more at home in his role, and was much valued by his colleagues for becoming more transparent, trusting and open in his approach.
Serial Entrepreneur
A serial entrepreneur began to question his frenetic, pace-setting work style. Having successfully founded and sold three businesses, he felt his approach to work was no longer sustainable. Each time he sold a company to a larger organisation, he struggled to conform to the expectations of the larger firm, then left to found another new venture. Eventually he discovered he had lost his sense of direction and was struggling to articulate what kind of role he would find both sustainable and fulfilling.The coaching helped him to identify these patterns in his career. He realised that only by pacing himself and being willing to adapt to life in a large organisation would his ideas have the breadth of impact he hoped for. Whilst losing none of his drive, he developed a more coherent and moderated approach that was both effective and sustainable for the longer term.
Developing leadership presence
A senior investment banker needed to build his profile with the overseas leadership team. He was a capable, thoughtful and unassuming individual, with scope to develop greater presence and have a bigger impact on management thinking. He also needed to assert himself a little more with his team, which included several opinionated and independent individuals.The coaching helped him to develop the skills and self-confidence to voice his opinions with brevity and precision.
He was able to raise his profile both internally and outside the organisation. In addition he felt the coaching raised his self-awareness and helped him to step away from the day-to-day and take a more strategic leadership perspective.
Achievement without burnout
The head of research in a multinational pharmaceutical company’s Asian operation risked burning herself out, and jeopardising her marriage. Already leading a sizeable team, she was asked to take on a second role and establish a new research base in China. Highly motivated, idealistic and ambitious, the executive struggled to manage the demands made on her, and her own high expectations of herself.The coaching helped her to establish clear priorities and to manage the expectations of her demanding board. It enabled her not to lose sight of her values and long term ambitions while still delivering on immediate objectives.
Managing a conflict of leadership
The two co-heads of an international company’s Asia-Pacific busness were at loggerheads. The staff were divided and the board had given the CEO an ultimatum to resolve the situation. The two individuals, both experienced, respected figures in the industry, needed to forge a constructive working relationship.
The coaching helped them to embark on a joint exploration of their individual styles and challenges, and their joint responsibilities. Gradually they developed a better mutual understanding and
learned to leverage off each other for the benefit of the wider business.