Raising Profile and Performance to New Levels with Executive Coaching
Tom was appointed Vice President of the European Sales Region in a newly merged telecoms organisation - a prospect that was exciting and at the same time hugely challenging. Both organisations had very strong cultures, both very successful and both as different to each other as they could be.
With the board's agreement, Tom decided to seek support to allow him rise to the challenges of his new role and I started working with him on a structured approach to the coaching that incorporated reviews and inputs from others as the coaching progressed.
I worked with Tom to agree what results he wanted to achieve in his new role and identify specific objectives for the coaching. The coaching process also incorporated psychometric data to add depth to the information Tom already knew about himself plus raise new awareness of some of the challenge that he may personally face at this transition point in his career. He had been a director of a small technical part of the business from one of the pre merger companies, so this was a bigger job in terms of numbers of people, large financial targets and budgets, scale of role politically with more senior exposure.
The process helped Tom understand how his experiences had shaped his opinions about management and his personal style and a key objective for the coaching sessions was to help Tom feel comfortable in his more senior role and develop an effective leadership and management style that was appropriate and successful in the new environment.
Tom discovered that while his mindset was often black and white, right and wrong, there were other ways of looking at things and through discussion and discovery he learned more flexibility around having fixed opinions and to understand that things move and change, which helped Tom to improve his ability to empower, trust and let go appropriately of some of the responsibilities he was carrying for his direct reports which was to be a critical factor in the new role as well as to set strategies for understanding the new world they were all creating, and managing people though the changes.
I helped Tom to understand more about what was occurring to people through the merger and the resulting change process, and how to help others deal with their own challenges constructively and minimise the potential for a lowering of performance as the merger took shape . . He found out that he doesn't always make it clear how much he values people, or explain what he thinks is wrong and why an approach or behaviour is unacceptable.
Another key element of the coaching process was to help Tom create and communicate a clear vision for the future of the new organisation and by clarifying his personal vision, Tom was able to communicate the immediate tactical goals alongside the longer term strategic goals more effectively to both the teams working for him as well as the customers who had concerns about the newly merged organisation.
3gHR is committed to delivering tangible results through personal coaching.
Did Tom get the results he wanted from the process?