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A VP at a large, innovative company, an industry leader, was struggling with concerns related to organizational changes and relationship management and decided to find an executive coach. He was a recognized expert in his specialty nationally and had been brought in to take care of some serious compliance problems at which he was highly successful. More recently, his scope of responsibilities had been downsized, leaving him doubting himself and uncertain about his future at what was, in many ways, an ideal work environment for him. He selected Dr. Meyer after seeing his professional profile and having an initial interview. Ultimately, the coaching went through two phases. The initial contract called for 360-degree interviews with his supervisor, key business partners, and some direct reports followed by one-hour executive coaching sessions held semi-monthly for six months. The data revealed that he was generally well-liked and respected for his competence in his field, and the most predominant issue related to people skills with some respondents citing deteriorating relationships with certain key players. Phase I of our coaching focused on his role at the company, understanding work dynamics, leadership effectiveness, communication and relationships, especially friction with a difficult boss. These continued for seven months at 2 to 2½ hours per session, more than twice the time called for in the original contract. Dr. Meyer served as an objective feedback provider, a strategic thought partner and reflector of frames of reference and behavioral dynamics. He also conducted a follow-up “feedforward” survey with interviewees one year after coaching began. The VP’s peers revealed both ongoing areas for development and the following positive changes:
organizational changes and leading changes which resulted in a radically different focus of responsibility for himself. . . he effectively led his organization to accept the new organization.”
respects me much more than in the past, seeing me more as a colleague than an adversary.” “He clearly cares about others and extends himself to make others comfortable.” He has become “very easy to work with” and his relationship with his peer group is “warm and healthy.”
He “has made an effort to share more information about what is going on in the division.” He “has been more open with me,” “listens and follows up well.”
"victim's" behaviors. The insecurity caused him to be ineffective.” Now he is “a different person who is in charge of his own future. This change of mindset was very visible. He is fearless again. When he is fearless, he performs extremely well.”
during which the focus shifted toward the transition process and life planning. He had reflected upon the insights gained through Phase I and wanted to generate a roadmap for moving forward. Coaching sessions expanded to 3 hours at the client’s request and continued for 3 months with a follow-up session 6 months later. Dr. Meyer assumed the additional roles of guide and process facilitator. Overall outcomes for the client included:
what my hot buttons are and who I am once you peel away all my layers - what were my core values and desires… and then be able to use those insights to achieve my goals - to use those discoveries about who I am at the core and translate them to my work environment.”
important to work on - peeling away why that issue is important and how we can use that discovery as a learning experience which would significantly improve my life at work.”
“I was better able to understand how I could accentuate my good behavior or strengths and tone down my behavior that was giving me problems. And I was able to apply these strengths to my profession.” |
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