Becoming a Leader of Leaders

The Coachee:

The client is a highly talented individual. A technical expert with an impressive track record in his industry. He’d been asked to lead an enterprise-wide quality and improvement programme in a FTSE 250 company. It was recognised that improving his personal approach would increase the probability of success of the programme.

Presenting issues:

We used personality profiling and interviews with key stakeholders to help the coachee in raising their self-awareness and in framing the issues we’d be working on together. In a 3-way meeting involving the business sponsor, we agreed that we’d prioritise the following:

• A transactional approach to relationships with peers and team members – the coachee sought them out only when a task needed to be completed.
• Reactive in managing key stakeholder relationships.
• As a consequence, trust was being impacted.

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