| Situation: | | | | to perform |
| The CEO of a multi-national Fortune 500 company | | | | 3. Impatient and emotional behaviour of the coachee |
| reached out to MMM Training Solutions for Executive | | | | stopped him from being able to establish the level of |
| Coaching and Leadership Training because of the | | | | trust and rapport that was needed to establish a |
| dissention that existed between him and his executive | | | | strong relationship with the team |
| team of 12 people. | | | | 4. Over-communicating caused the team to be |
| Profile of the Company: | | | | confused with the present-day happenings |
| This company caters to providing organizations with | | | | |
| data that would help them to mitigate risk and increase | | | | STEP 4: Hone strengths and skills to effectively |
| their insight about customer performance. | | | | implement the ‘Action Plan’ |
| | | | | - After our Leadership Training Program, the coachee |
| STEP 1: Understand ‘What Is’ and ‘What | | | | was able to recognize and accept these problems. |
| Should Be’ | | | | This stage was reached through numerous |
| Two assessment tools were used: | | | | discussions about incidents and repeatedly observing |
| 1. MBTI | | | | the result of his actions. |
| 2. 360 degree feedback | | | | - He was then intensely coached in the areas of |
| For the Executive Leadership Training program, the | | | | Communication, Interpersonal Relationships, Persuasion |
| situation was dealt with from both the coachee’s | | | | and Negotiation Skills, Developing and Motivating |
| perspective as well as the key stakeholders. The | | | | Others. |
| ‘What Is’ and ‘What Should Be’ was | | | | - He was also encouraged to take a good look at his |
| clearly established. | | | | core team and figure out the basis of the lack of trust |
| | | | | that he had regarding their capabilities. If he felt that |
| STEP 2: Understand the gap between ‘What Is’ | | | | they could not improve, then he was encouraged to |
| and ‘What Should Be’ | | | | replace them. If he felt that he had unrealistic |
| 1. The gap was understood and goals were | | | | expectations of them then he had to consciously work |
| established that would bridge the gap. Through | | | | with his expectations which led to the self-fulfilling |
| brainstorming and talking about prior instances a wide | | | | prophecy. |
| spectrum of options were identified. | | | | |
| 2. The coachee’s strengths and weaknesses | | | | Step 5: Sustain momentum through focused application |
| were explored and as much as possible, we aimed at | | | | The coachee after several months of leadership |
| using a strength-based approach. | | | | coaching started to show significant progress in the |
| | | | | way he interacted with the team. He was able to |
| STEP 3: Create an ‘Action Plan’ to bridge the | | | | control his emotions and started to build healthy |
| gap | | | | relationships with his team. He replaced the people that |
| As Executive Coaching Consultants, we understood | | | | he thought was not capable to handle the work and |
| that the areas of weakness were identified through | | | | had more realistic expectations. He took great care |
| Leadership Coaching and action steps to enhance | | | | not to over-communicate and micro-manage his team. |
| these steps were laid out. It was clear to both the | | | | All these actions started to pay significantly when |
| coachee and the coach that the main contributing | | | | there was a visible difference in the dissention in the |
| reasons for the problem were: | | | | team. The impact on productivity was significant. |
| 1. Unrealistic expectations by the coachee of the | | | | The leadership training and coaching is on-going as the |
| executive team in terms of productivity and timelines | | | | coachee feels that some of the changes in behaviour |
| 2. Self-fulfilling prophesy – the coachee did not trust | | | | have yet to become natural – he does not want to |
| the capabilities of numerous people on his team and so | | | | fall back to the old habits. |
| they always performed at the level he expected them | | | | |