In spite of his astute technical experience of 23 years, Shishir was never considered to be an influential leader. Thus, the client organization was looking for a coaching engagement that included a deep assessment of Shishir’s strengths and weaknesses to create a strong approach grounded in data and integrating the needs of key stakeholders into the process.
Nishit, a talented vice-president in a large engineering company, was doing outstanding work, yet he never received the recognition he deserved. Senior management found that he needed to develop his people skills and had not yet created a credible leadership style to get his ideas adopted especially with other lines of business. The management wanted Nishit to work with a coach who was non-judgmental, open, supportive, and most importantly able to bring out his hidden strengths.
Aditya had trouble communicating at the C-suite level with his clients and felt unnoticed. His persona came across as “nice” – pleasant, but soft spoken and completely forgettable. The HR wanted a coach who could focus on Aditya’s strengths to build his confidence to speak in ways that fostered peer to peer relationships with clients.
For 4 years, Raunak had not been promoted to senior group level leadership at a Fortune 100 Technology company. As the regional head of Sales, he was leading a group of 35 mid-level managers. To help him become a stronger leader, the client was seeking a coach with a background and long experience in corporate communication, management, and psychology.
Annie worked in a publicly traded global company in a male-dominated industry and earned promotion to the CXO level. But soon after her executive appointment, she was delicately informed that her overall presence did not communicate a distinctly CXO demeanor. The board wanted her to work with a coach who would provide practical and engaging ideas for improving her relationships, team dynamics, and helping people become better at what they do.
As CIO of a Fortune 100 company in the consulting space, Ajith primarily needed help to build consensus among his executive peers. The client was seeking a coach who would concentrate on future options and choices of the client and include assessing and developing core communicative leadership competencies.
The senior management chose their new CIO based on his high intelligence, strong analytical abilities, and a drive for execution. However, his shyness led to lack of initiative in interpersonal and networking skills which negatively affected his smooth transition into the new and bigger leadership role. The client was looking to partner with a global coach who could help Leo project immediate impact with sustainable change and measurable results within 9 months.
Mohit had quickly risen through the ranks to his new position as a SVP of a global technology firm. His manager encouraged him to work with a coach to start adapting his leadership style for the next executive-level role, proposing a 3-point agenda for the coach:
1. To be a trusted partner and offer Mohit practical and concrete strategies to develop a firm-wide leadership mindset;
2. To help Mohit support the growth of his team; and
3. To enhance Mohit’s ability to influence global stakeholders.
Lisa, a partner at a leading management consulting firm, was masterful at managing up – but when working with her team and junior staff, her presence came across as condescending and overbearing. The client was looking for a global coach who could encourage this dynamic leader to motivate the workforce and be seen as more approachable and collaborative.
Raunak, a senior group level leadership at a Fortune 100 Technology company was struggling to understand what was stopping his advancement and was disappointed with the lack of promotion. To help the leader, the client was seeking a coach with experience in communication, management, and psychology.