How to solve a leadership problem through coaching effectively
The superior (CEO) of an expert leader (member of the management team) had a dilemma concerning his leadership performance. He was considered not only as an outstanding and innovative problem solver but also as a critical, often uncomfortable thinker. As a member of the management team, he brought clear added value to the organisation and management. However, his interpersonal savvy and leadership style became a problem. In his department the fluctuation was constantly high. Good employees and key talents left him and the employee satisfaction was at it´s lowest point. A 360°-assessment also confirmed significant deficits in his leadership and communication behaviour.
The CEO wanted to reflect on the difficult situation with a neutral coach from ERIKSSON & ASSOCIATES, as the person was loyal and highly committed to the organisation and the cooperation with him was pleasant. Through the dialogue with the coach, a solution could be developed and implemented that was socially acceptable and human and for the organisation manageable.
Through certain organisational adjustments in the management area and in the area of project management the focus of the expert's activities could be focused on his strengths, being able to provide still added value in his professional role. The CEO could stabilise the organisation's performance without turbulence. Instead of a radical solution, a sustainable integrative solution could be found to create a win-win situation to all stakholders.
Team leader problem solved at cause level
A gifted key talent and top performer was promoted to team leader of an audit team in an international company. An employee and former peer, however, caused the young team leader constantly problems and sleepless nights. The apparently mutual lack of appreciation and acceptance made a constructive communication and cooperation impossible. Most of the time, project discussions led to verbal disputes and aggression or blaming each other. The team leader did not know what to do anymore and was mentally close to burnout. The dismissal of the employee would have been a sign of weakness, he said. A clarifying conversation with his own boss was also not possible because it would have revealed his weaknesses as new promoted key talent. So he sought contact with a coach of ERIKSSON & ASSOCIATES.
The aim of the coaching was to strengthen the personality and increase the management and leadership skills. Since already a seemingly insoluble conflict situation clouded the everyday life, this was the primarily focus. A Personal Assessment in the form of a personality analysis (assessment) allowed insight into the personality structure of the coachee. By addressing his potentials, the ideal job role could be discussed in which he can generate added value. His thought processes and psychological structures were discussed and reflected and specific action points and development measures had been defined.
The insight and confirmation of the development points led to an action plan and a deeper reflection on the cause level. Now the psychological processes, emotional stability and self-respect were at the center of his career planning. This stabilisation then ushered in the more economical use of his own energy reserves and the anchoring of new patterns of behavior and techniques. The difficult employee was transferred to another team and so did the peace return in his team.
With team coaching to success
As part of an organisational development program and at the request of the management board, the management team of an organisation was analysed for it´s management and performance effectiveness. When analysing the results, it became clear that the leadership style of the experienced CEO “slowed down” the performance effectiveness of the management team. An external coach from ERIKSON & ASSOCIATES was engaged to “ground” the results and guide the team.
The coach of ERIKSSON & ASSOCIATES first had individual discussions with all team members to feel the pulse and get actual input and “hidden information”. The result was a thematic matrix that described the existing problems, topics and suggestions in plaintext. Afterwards, two half-day workshops were held, with action plans and measures broken down. The actions were reviewed in follow-up meetings to make the changes measurable.
Between the CEO and the members, the “blind spots” could be cleaned up. A new and more open dialogue started, which positively influenced the quality of the decisions and transparency of communication. The CEO was grateful for new transparency and ready to take responsibility for the agreed development measures. Overall, the increased productivity was reflected in the increased team satisfaction.