Coaching: Polishing Interpersonal Skills

The Challenge

Jed had been employed at this privately held company for over 20 years when he assumed the role of president and chief operating officer. This rapidly growing company was expanding aggressively in Asia and Europe. Jed was a collaborative leader, but the board of directors was concerned that he might be perceived as “a good old boy.” He dressed too casually and was so detail oriented that the board feared it might get in the way of his need to be highly strategic.

The Solution

Jed was offered coaching as part of his onboarding. At the first meeting with his coach, Jed was introduced to the concept of FS100™ Coaching. The goal was to maximize his effectiveness in the first 100 days in the new role. They reviewed the five agendas critical for a new leader: Business, Relationship, Leadership, Learning, and Personal. The agendas provided a framework to identify priorities, ensuring that Jed had a comprehensive plan to address all key areas.

It quickly became clear that Jed focused too much of his attention on the Business Agenda at the exclusion of the others. An immediate challenge on his Relationship Agenda was to reengage the two other contenders for his position to avoid losing these two important executives.

The coach also set up interviews with the board of directors, direct reports, and key customers to assess their expectations for Jed. He received their feedback in a written report and worked with the coach to integrate the information into his five agendas. Together they identified priority areas in all agendas that were included in an action plan they shared with the board.

Business Agenda: Jed and his team designed a presentation outlining the new enterprise vision that was delivered to all employees to reinforce the need for a global mind-set. They introduced worldwide video conferencing and developed video highlighting facilities and products to educate employees and customers. Jed planned trips to visit all facilities to reinforce this new vision.

Relationship Agenda: Jed reached out to key customers and sought their input; identified important legislators and set up appointments with them; and called other newly appointed presidents to learn from their experiences. He made himself available to all levels of employees.

Business and Relationship Agenda: The coach helped Jed transform his stressed-out, unfocused team at an off-site meeting by encouraging team members to articulate what they needed to be successful. They shared their goals to implement the new global strategy and also spent time relaxing and getting to know each other on a more personal level. They began sharing ideas at monthly meetings, thinking more cross-functionally and putting business interests ahead of personal agendas.

Leadership and Learning Agenda: Jed replaced his casual clothing with more formal attire and improved his communication skills by streamlining presentations. He started reading more broadly to connect with global issues and worked with his coach on strengthening his leadership style.

Personal Agenda: Jed worked with his coach to develop a healthier lifestyle and address work-life balance.

The Results

Nine months after Jed’s appointment, the coach interviewed the initial raters to determine how much progress Jed had made on his action plan. The feedback was remarkable. Jed had exceeded all financial goals, retained the entire leadership team, visited all worldwide facilities, and raised visibility for himself and his company in Washington. The board expressed great confidence in him as their new president and CEO.