Problem/Challenge

The General Manager (GM) at a large global manufacturing company was concerned that his leadership team was falling behind in their stated objectives of achieving a 30% increase in company revenues set for the new year.  The GM wanted to motivate his direct reports and their respective teams to meet company objectives by year end.  The GM also wanted to identify inefficiencies or limitations that would negatively impact the desired outcome.  The goal was to ensure that the company achieved their fiscal goals and that each team was operating at maximum efficiency without undue pressure to perform. 

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Solution

Through leadership coaching, we determined three ways in which the GM could strengthen his leadership team.  Their plan included a 360-degree assessment for his team and a workshop on establishing objectives.  The GM was coached on how to hold structured goal-setting and development conversations with each member of his team.  Through one/one coaching sessions with the GM’s direct reports, we also uncovered some management practices that could be improved to support morale and empower each team to take greater ownership of their targets and achievements.

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Outcome

As a result, the GM was able to implement personalized development plans for each leader, enabling each of them to reach their departmental goals which ultimately enabled the business to achieve their annual revenue goals and each department achieved their bonus targets.

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Problem/Challenge

A major global retail company was preparing for a worldwide organizational restructuring.  Senior Management anticipated challenges and wanted to minimize risk and the impact on business during the restructuring.

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Solution

The Senior Managers and Directors engaged in leadership coaching to help them anticipate risks and obstacles and plan the restructuring to minimize disruption for personnel and business activities.  During a six-month period, Senior Management engaged in both individual and team coaching activities that included 360-degree assessment and tripartite sessions with their VPs.  Topics included Strategic Management, Executive Presence, Strengthening Team Development, etc. 

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Outcome

After the 6-month Leadership Transition Coaching engagement, many of the leadership team were promoted to their next positions and stated that they felt more empowered, confident, and ready to start their new roles than if they had not had coaching to support the transition and prepare them.

Problem/Challenge

A Senior Manager of Human Resources at a large hospital system wanted to make a change in her career that would offer more professional challenge and opportunities for collaboration.

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Solution

This Human Resources Manager felt as if her career was stagnating, and she wanted to make a career move that would offer more intellectual challenge and opportunities to engage in collaboration with colleagues.  Through individual coaching focused on those goals, her development plan included personality and career assessments so she could gain more insight into what motivated her.  That clarity helped her focus search efforts on organizations that could meet the criteria most important to her.

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Outcome

Through commitment to achieving these objectives, this former HR manager landed a role as VP of Learning and Development in a company smaller than her previous company, but which offered a much more visible role and expanded responsibilities, as well as a salary increase.  She is now responsible for the company’s L&D strategy and enjoys a highly collaborative role with opportunities for both professional and personal growth.