|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.