Thirty-Six-Year-Old Female IT Professional

Situation
A highly competent professional, native of a Middle-Eastern country, had immigrated to the United States as a child. She had moved quickly through the ranks of her current organization as a software developer, supervisor, and manager. She was being considered for the position of director, but there were concerns about her emotional intelligence/interpersonal style. Based on her supervisor’s observation as well as the results of an in-house, multi-rater survey, she was perceived as abrasive, confrontational, and inappropriately aggressive, particularly in meetings with her peers.

Solution
A six-month executive coaching program was designed to heighten her awareness of specific problematic behaviors, provide alternative approaches, and provide the opportunity for real-time practice of new behaviors.

Outcome
The coaching process contributed to this professional earning two one-step promotions within the following twelve months.

Succession Planning – Energy Industry

Situation
This company assessed its future leadership needs and determined that the current generation of leaders, all of whom were approaching retirement, had no successors prepared to step into their roles.

Solution
The consulting team conducted a comprehensive, in-house assessment of talent, and based on those results designed a leadership development coaching program for the identified cadre of high-potential managers. Additionally, an assessment and gap analysis of their skills was performed and a multi-year coaching program was implemented that is ongoing.

Outcome
The managers identified as high-potential talent are making rapid skill gains, and management believes that within the 3-5 year retirement window such high quality talent will be in place.