Client Stories
Country Head of an American Pharma Company
The country head had outgrown his span and scale and the next step was an international movement to sustain the growth trajectory.
Challenge
– Bias against networking & visibility, as a result in international circles he was not known. Even in Group international meetings, the leader preferred to be incognito.
– Communication style was information giving & not inspirational. The Leader did not engage using life stories, anecdotes etc.
– Presentations were functional & not engaging.
Suggested way ahead
A coach who would be able to balance tangible & intangible components.
– Mindset shift around the need for Networking & Visibility.
– Building the Personal Brand.
– International Etiquette.
– Inspirational communication and presentations.
Process
– Depth stakeholder conversations across global offices.
– Assessments: 360 degree assessments, personality mapping.
– Besides the lead coach, experts from various fields like international etiquette, and image were also invited.
– Building the skill & attitude of inspirational communication.
– Frequent reviews with the manager in the USA.
– Dip stick assessments with the working team in India.
Impact
– Before the coaching assignment was completed, an assignment in Asia- Pacific was finalised.
– Reporting manager said “I do not know what you all did, I am really surprised with the turnaround.
– Post-intervention, the 360 degree assessment showed a remarkable uptick in all boxes.
Reason for Success
– Determination of the leader.
– Faith of senors.
Corporate Lawyers
As the firm had grown exponentially, the promoter wanted to institutionalise a structural change to include 2 senior partners. This would help to consolidate the market position.
The new partnership would be a possibility and a success only if all partners aligned with the bigger picture & worked seamlessly with each other.
Challenge
– The two partners identified were excellent as independent players, however unwilling to collaborate and create bigger client portfolios.
– Interpersonal dynamics were so aggressive that all employees across branches in India / Singapore/ Dubai were aware of the animosity.
– The owner was sceptical and felt the partnership looked like a failure even before it was formed.
– The male exhibited a dictatorial style, ego, and boastfulness, often manifesting strong unconscious gender bias. The lady is emotional, exhibiting low EQ, stuck to the past & unforgiving.
– The threshold of trust between them was rock bottom.
Suggested way ahead
– Approached the coaching, not from the lens of conflict or interpersonal but leadership.
– Seed the coaching process in Emotional Intelligence.
Process
– Handle the negativity first, by creating a safe place for non-judgemental pouring of emotions, anger etc.
– Limited assessments around personal parameters like EQ, MBTI, and Conflict followed by repercussions on personal leadership & team.
– Joint conversations to build trust & get to the root of discomfort.
Impact
– Over nine months, perspectives and paradigms started to shift and the visible impact was being professional and civil.
– Personal comfort about the situation.
– The new partnership agreement was finally signed in 2021.
Reason for Success
– Skill of the lead coach to not get sucked into their personal narratives.
– Ability of the coach to share observations in an honest, direct, and caring manner.
– Persistence of the owner to stay firm in his belief that the two would shine, once their rough edges are polished.