Re: Leadership Development

Effecting Change in a Highly Matrixed Organization with a Diverse Set of Colleagues
Sharon Griggs, Managing Director, Del Mar Center for Strategic Leadership & Change

The Situation
A high-potential Senior Vice President in a Fortune 100 financial services company needed to improve listening skills, stop intellectual bullying in meetings, and learn to effectively work through colleagues and across organizational boundaries 

Critical Elements of Coaching Process
I began with an interview 360 to gather feedback. Working together, we identified root causes, established priorities, and set the scope and action plan for this coaching engagement. I also used a validation exercise to make sure the coaching scope and objectives were aligned with her manager’s expectations. I made myself available for just-in-time situational coaching throughout.  

Outcomes Over the Course of the Coaching Engagement
The SVP was promoted to EVP, and then, from EVP to Subsidiary President.

Her responsibilities expanded from functional area head to a P&L management role and her direct reports increased from 400 to 1000.

This leader began to receive strong, positive feedback regarding her improved listening skills, awareness of how she was perceived by others during group discussions, and began creating positive working relationships. Her working relationships were newly characterized by constructive conversation and less tension, even when there were conflicting points of view.

When she effectively delivered a major change initiative, the coaching shifted to how she could consistently communicate and make actionable, the abstract strategy with which she had started, in a way that would resonate with teams, using respectful, audience-appropriate terms and language. 

Re: Career Building

In Search of a Dream Career
Rita Hovakimian, Master Results Coach, Inspiring Success  

The Situation
Client wanted to move effortlessly to her dream career in climate change technologies.

Critical Elements of Coaching Process
I helped the client identify the best attributes for the dream career: the ideal firm and management team, the business development role and the technical work she wanted. I used strategic visioning, belief-change work and I taught the client to stand powerfully for her success.

Outcomes Over the Course of the Coaching Engagement
Within four months, my client received three offers that included salary increases ranging from 20-76%. Through coaching, she learned how to fine-tune her negotiation and decision-making skills to land the best position for her.

At this time, my client is living the life of which she has long dreamed. She is utilizing her gifts, talents, passion and expertise to make a positive impact in the world and, at the same time, she is fulfilling her own conditions of satisfaction.

Successful Internal Job Transition; Transformation of Attitude & Leadership Style
Jeanie Marshall, Personal Development Consultant, Marshall House 

The Situation
After six quarters of poor performance, this Fortune 500 VP was in danger of losing her job. When the mandated coaching engagement began, this executive’s leadership style was negative and her self- esteem at an all-time low.

Critical Elements of Coaching Process
As we worked together, she experienced a major attitude shift that made her more receptive to strategies which she had not previously considered or conceived. From there, we set her intentions, identified new, self-empowering practices and worked on developing the skills required by her current environment. We also addressed long-term career development.

Outcomes Over the Course of the Coaching Engagement
The transformation of attitude and demeanor in this leader caught the attention of a SVP in another division who subsequently created a position specifically for her, which met all her criteria for an enjoyable and fulfilling job.

In her new position, her continued engagement in our coaching relationship made her on-boarding process swift and sure. This executive is now happy, far more productive, is a positive influence, and is seen as one of the ‘brightest lights’ in the company.

Re: Accountability Culture & Sales Training

Intervention; Improve Attitude, Communication & Sales Results
Inga Estes, Principal, The Coaching Corporation 

The Situation
The VP of Regional Sales for a yet-to-be-profitable, mid-cap, start-up technology company was given an ultimatum: improve performance fast or face dire consequences. This VP of Sales was objectively intelligent, came from a wealthy background and had much success-to-date in his career; he is a winner, accustomed to winning. I was brought in to help him “get over himself” since, in fact, in this organization, he was considered a poor listener, poor team player, didn’t take direction well, and was an ineffective communicator. For the first time ever, his sales numbers were suffering.

Confidentiality precluded informing his peers and direct reports know that he was engaging a coach.

Critical Elements of Coaching Process
'Crucial conversations’ took place between coach, management and the VP of Sales, to clarify how high the stakes were and that this engagement was his golden opportunity to turn things around. I used several assessments to provide the client with a behavioral base-line; we agreed on outcomes, measurements of success, and broke those metrics down into discreet tasks and behaviors so that we could both monitor, and he could make, real progress.

Before we began the engagement, my client first put in writing what he was committed to changing and accomplishing. He had lots of reading assignments, both books and articles. I also accompanied the client on sales calls and, for about a month, reviewed most of his email communications with him before he hit ‘Send’. We strengthened his ability ask questions and listen to the answers, as well as redesigned his tracking and reporting systems.

Outcomes Over the Course of the Coaching Engagement
18 months later, my client has successfully kept his job and improved his results. As he learned how to ‘be curious’ vs. ‘knowing already’, and as he became more aware of his impact on others, his sales, reporting and communications improved. His boss recognized and validated this consistent, enduring change in his VP of Regional Sales and said, "Remarkable. We didn't think it was possible. Thanks for a job well done."