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Case Study 1

Client: A successful senior executive (Managing Director for European Equity Operations) in a large investment bank and seen as having considerable potential for further advancement. She had built a high performing management team whose members were to a large extent running the business on a day to day basis.

Organisational Objectives: Continued motivation and development of a key member of the leadership talent pool. Coaching was identified by the Bank as a way to help Jane prepare for the next step up in her career and also to address some specific effectiveness issues she was known to have.

Individual Objectives: We agreed that it would be useful to start the intervention with a Feedforward process. I interviewed key stakeholders (boss, peers, reports and customers) to gather information about what she could do to be more successful in her role. This information was used to help the client identify goals which were important both to her and to her organisation. These included managing her personal effectiveness (emails, use of PA, structuring his thinking), articulating and communicating her strategy, effective meeting management, managing upwards, and marketing herself. Using this information Jane identified the specific changes she wanted to make, both in her behaviour and in the outcomes she was achieving. It was clear that, as a part of this, Jane needed to increase her self-awareness and MBTI and Firo-B were selected as appropriate instruments to support this.

Unexpectedly, between the second and third coaching session, she was offered a bigger role with the Bank based in the Far East which in the course of our third session together she decided to take. To the initial goals were thus added making a successful transition out of her current role and into the new role. During the remaining three sessions of what was an initial six-session engagement, the primary focus was on ensuring the two transitions were successfully navigated, though the client was also making rapid progress against achieving her original goals.

Outcomes: By the sixth session, the client had been in her new role for six weeks and was firmly in position.

For the next three years Jane continued with the coaching, having a session roughly every 6 months on her trips to the UK. These were strategically focused coaching sessions in which I supported Jane in taking an overview of her role effectiveness - and also helping her ensure that she maintained some of the specific behaviour changes she identified and implemented during the early parts of the coaching. She was very effective in this role and, after 3 years in the job, was offered a high profile within the Bank in the US. We had two final sessions which Jane used to ensure a successful transition into this new role.

Case Study 2

Client: A newly appointed Chief Executive of an overseas bank in London. The engagement started prior to his taking up the role.

Organisational Objectives: This was his first CEO role and the overall aim of the coaching was to ensure a successful transition into his new position.

Individual Objectives: : There were 3 key issues he identified as critical in making this transition: managing the relationships with the Bank's head office; managing his team in London; and dealing with the fact that his family was not able to move with him to London. He also wanted to know, as this was the first time he had been in such a role, that he was doing what he should be doing.

Outcomes: Six months on he had successfully moved into his new role. He had recruited key staff to expand the Bank's capability, moved the Bank into new offices, made significant changes in the culture, gained the confidence of the Head Office and CEO, developed his confidence in his ability, and held a major launch event for the Bank's customers. He had also found ways to manage challenges raised by not having his family with him. Having successfully got his feet under the table, he asked me to continue coaching him to build on this initial success and ensure that he exceeded his targets for his first year in post.

Case Study 3

Client: A recently appointed Primary Care Trust (PCT) Director of Operations. He had previously had a Director role but with a smaller remit.

Organisational Objectives: to feel confident in his role; to have built an effective team; to be a valuable member of the top team; to be moving his department forwards effectively.

Individual Objectives: The initial coaching sessions focused on helping him better understand his strengths, decide on organisational structures, be appropriately assertive in the top team, and delegate effectively to his team. One of the middle sessions also helped the Director deal with some major upheavals in their private life so that the challenges there did not adversely impact his ability to carry out his work responsibilities.

Outcomes: By the end of this 6 session coaching programme, he felt he was successfully running Operations and was feeling confident in his ability. He was less satisfied with his contribution to the top team because the Chief Executive didn't see the top team as having a strategic role, which the coachee felt limited the effectiveness of the PCT. However, he had built effective relationships with key co-directors which was enabling a more joined up approach to running the PCT to be possible which in turn was enabling him to do his job more effectively. He was particularly pleased with his success in empowering his staff and with beginning to bring his vision of integrated clinical services into being.

Copyright © 2013. Dr M H Munro Turner. All rights reserved