Expertise: Case Studies

CLIENT: EVP, Marketing, Large Software Company

THE NEED

A highly experienced software executive was at odds with the other members of the senior leadership team at her new firm. Her independent style was giving the impression that she was not a team player and suggested that she was using her role in an inappropriate way. Her efforts to launch a new B2B strategy and website stalled as she did not gain traction with other functional leaders.

OUR RESULT

Stakeholder interviews and assessment of her MBTI profile revealed that this executive’s working style was out of step with the company’s culture. Our Coaching Plan focused on developing an approach in which she engaged the leadership team to share ideas before SLT meetings. In this way, she was able to build trust and gain the confidence of her peers. She built consensus for the launch of the B2B site, which successfully generated double-digit inquiries. She was promoted to global CMO.

CLIENT: VP, Strategy, Fortune 50 Company

THE NEED

Working on an intensive project in a matrixed reporting structure, this executive was not contributing to the team at the expected level. Unable to navigate relationships effectively with peers and senior leaders, she began to feel isolated. Based on her weakened performance, the executive was given a deadline to improve.

OUR RESULT

Feedback indicated that this executive’s communication approach was cumbersome and did not fit the style and needs of her peers and leaders. Our Coaching Plan focused on taking more responsibility for her role, and taking proactive steps to share her vision with her peers to gain alignment. Also to adapt her communication approach to be a better listener and have greater clarity. These meaningful changes allowed her to successfully complete the project.

CLIENT: VP, Investments, Large Insurance Company

THE NEED

This executive had a strong track record building his investment portfolio and meeting metrics for year-over-year growth targets. His quarterly presentations to the Shareholder’s Board were regarded as accurate, but his style of communicating and areas of focus did not generate the expected level of confidence.

OUR RESULT

Feedback indicated the Board’s concern that this executive did not fully address legal and risk issues, nor field questions effectively. Our Coaching Plan identified new behaviors for him to develop: engage peers to help craft the message; practice delivering presentations; anticipate board questions; and use more eye contact when responding. After two quarters, he had no follow-ups from the Shareholder Board — a clear sign of their increased confidence in his leadership abilities.

CLIENT: Managing Director, Large Management Consulting Firm

THE NEED

After a decade at a large financial services firm, this executive moved to a consulting firm. Although knowledgeable about processes and systems, she struggled to establish herself as a leader within the firm and with client teams. Her client did not find her credible because she was unable to field questions and show executive presence in the weekly meetings.

OUR RESULT

Stakeholder interviews and Hogan Assessment results indicated that this executive needed stronger EQ to connect with her team and client. Our engagement focused on practicing new speaking routines that used more inquiry, deeper listening, and more approachable body language. She was promoted to Managing Director and given responsibility for two new clients in her elevated role.

CLIENT: Leadership Team, Large Entertainment Company

THE NEED

Members of this team represented a range of functions, including marketing, production, IT, creative, and finance. They were located in cities across the US and Canada. The company President requested a one-day, off-site meeting to help the team improve its communications and learn to provide effective feedback.

OUR RESULT

Through a facilitated discussion, the team recognized the need to be more open and consistent in their conversations. The team also practiced a new approach for providing and receiving feedback that used active listening, positive framing, and inquiry. The team ended the day with a commitment to be more proactive in sharing meaningful communication.

CLIENT: Participants in Advanced Management Program, Top 5 Business School

THE NEED

This intensive advanced management program required participants to form teams to work together for the six-week program. Composed mostly of non-U.S. leaders with a wide range of experiences and English as their second language, the teams needed to quickly establish rapport and a process of working together effectively for the next six weeks.

OUR RESULT

The team participated in a series of activities designed to heighten their active listening skills and awareness of each other’s strengths. They explored and shared core values and developed a personal statement of purpose. At the end of the two days, the participants were able to speak openly in front of the other team members, identify each other’s strengths, and challenge each other appropriately.