Index:
C-Suite Executives
Executive Team
Other Leaders
Other examples

C-Suite Executives

Executive coaching for president and CEO of a health care organization to create and implement a culture change strategy. Included coaching subordinates and two-day training intervention. Coaching focus: Increased collaboration with key executives within the organization, increased directness in addressing strategic.

CEO of Malaysian organization in the investment sector. Included executive coaching of the CEO and extensive coaching intervention with his executive team and some of their direct reports.

Coaching for a chief executive and his executive team within a federal organization with 4,000 employees and a one billion dollar budget. Initiative included individual and team coaching interventions. Coaching focus: Develop organizational branding and the development and implementation of a more corporate leadership culture. Outcome: Reduced "silo" thinking and increased corporate leadership behavior organization wide.

A Chief Financial Officer (CFO) who was hired by a failing company was able to help this company continue to survive for several years and weather major labor problems and external competitive threats. When devastating circumstance beyond his control threatened the company, coaching assisted him in dealing with the intense emotional, stress reaction he was having. Perspective was gained on the accomplishments that he had been able to achieve, strengths were identified in the dedication and loyalty that he offered companies, and appropriate actions were planned for helping this company weather the current storm while making contingency plans for the continuation of his career if the company moved toward possible bankruptcy.

Leading ongoing executive peer group of President's and CEO's of midsized, second stage businesses. Includes facilitating monthly group coaching experience as well as ongoing individual executive and leadership coaching.

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Executive Team

Vice-president onboarding from a very large organization to a central leadership position in a smaller organization. Adjusting to a new culture of trust and overcoming many years of functioning in a culture of mistrust. Central to this was his relationship to his new CEO. Coaching helped strengthen his relationship with key stakeholders and lead more quickly to relationships of trust with the organizations executive team. His proposals for significant organizational change were more well received and incorporated into strategic planning for the organization.

A vice-president of sales was at an impasse in accomplishing his performance goals at a company he had been at for years. His tunnel vision put him at odds with the owner of the company and he began questioning whether he could remain at this company. Re-evaluation of his role within the organization and larger goals helped him rediscover the synergy between company and personal goals. With renewed vigor he was able to redefine his goals with excitement and enthusiasm that had been lost for a long time. Further work helped him develop better skills at evaluating his direct reports and identifying development goals for them. This was particularly helpful in identifying development goals for a "high potential" individual who was a great candidate for advancement within the company.

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Other Leaders

Dean of Professional School at Auburn University including three days of training intervention, executive team consultation, executive coaching and a large scale, organization wide group coaching intervention (50+ individuals in four coaching groups). Coordinated coaching initiative.

Bishops of a Protestant congregation and the executive team for their congregation's publishing house. Leadership development including co-facilitating three, two-day training interventions and leadership coaching over a six-month period with extended coaching engagements with two individuals.

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Other examples include:

An attorney who was a partner within his firm noticed a decrease in efficiency and energy in his work. Having been a very successful courtroom attorney, coaching helped him eliminate non-productive behaviors and a cycle of unproductive behavior. He was also able to return to a focus of growing his legal practice by developing high potential attorneys he had recruited and gaining the energy to recruit other exceptional talent into the organization

Team and individual coaching to individuals charged with transforming the European and Mideast work culture of a Fortune 50 company. Coaching Focus: Integrate a model of accountability and results focus that creates a highly collaborative work culture. Outcome: Increased ability to collaborate and enlist collaboration from key stakeholders in the European and Mideast divisions.

Coached a Director within the accounting division of a Fortune 50 organization. Coaching Focus: Increasing leadership presence and implementing an accountability and collaborative model to bring his talented accounting team from good to great. Outcome: Recognized behavior change by management, a more proactive approach in his management style, and an increased ability to face management challenges head on, free from fear.

Internal coach training with a Fortune 100 company to leverage coaching internal to the organization. Included individual leadership coaching.

A young, female middle level manager with a track record of success was selected to lead a branch with a long history of problems that lead to lowered productivity, team morale and turnover. At least one specific team leader within the branch had a long history of problems with previous branch leaders. Coaching focused on creating a positive team culture through transparency, immediacy of communication and collaborative relationships with subordinates. Specific strategies were developed to "start anew" with the problematic team leader. Results indicated improved team morale, improvements in team leader behavior and increased productivity.

A lower level manager who was functioning as a project leader was stifled by a lack of support from his direct superior. He also had difficulty in the area of leadership when it came to gathering peer support for his project and knowing how to answer questions related to details of the project. His strength as a visionary and global thinker needed to be put into perspective in relation to team functioning. His weakness of not being detail oriented was tied to team functioning where he identified development goals related to utilizing team strengths to overcome this weakness while also developing team cohesion. Appropriate utilization of resources within the company helped him gain needed support from above him in the company while being sensitive to the political issues within his organization.

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