The First 90 Days
I coached a senior executive made redundant from a large company who had been criticised for her impact and presence despite having a terrific track record for exceeding targets. She was joining a new company and wanted to make sure her first 90 days were a success.
She lacked confidence and exhibited the symptoms of Imposter Syndrome as she was worried about “being found out”. She didn’t know how she got the job and felt as if she had to put on an act all the time. She wanted to be more statesmanlike in her new role but didn’t know how to deliver it. This meant that she held back in meetings and came across as being wooden. In addition, the nature of the last two years in her previous role meant that she projected the old company culture onto the new company.
I worked with her to clarify her new role and understand the company culture and what was expected of her. I helped her work out what kind of leader she wanted to be and the impact she wished to have. I worked with her to build her confidence so she could be statesmanlike but also true to herself.
I coached a newly promoted Managing Director in an SME who was unsure what kind of MD she wanted to be. She was good at the functional aspects of her role and had an excellent knowledge base for her job in which she was an expert.
However, once she was promoted a form of Imposter Syndrome set in and she was crippled by a fear of being found out and felt that she had got her position by being lucky. She felt unsure about her identity and what kind of leader she wanted to be. She had very little self-confidence and felt she lacked the diplomacy skills needed at senior level to have tricky conversations and think on her feet.
I worked with her to build up her confidence, successfully respond to challenges and work out her identity. She became able to manage the symptoms of Imposter Syndrome so that it receded and developed into a confident MD with positive impact.
Devised a coaching programme for senior level managers. The coaching was 1:1 and face to face.
A key coaching example was the transition to a new role for a recently promoted senior manager. Psychometric testing helped her understand her strengths/weaknesses. Coaching helped her identify what kind of manager she wanted to be and how she wanted her team to view her. Her issues were managing her former peers and influencing at board level.
As a result of the coaching, she gained better self-awareness, more confidence and developed her team to become more self-sufficient and adapted well to her new role. She was voted one of the top 20 employees out of 1,000 members of staff and has introduced a coaching approach with her team.
I coached a senior university lecturer, both face to face and online, to manage a team through a period of change. Coaching skills helped her to motivate the team and to adapt to and accept the changes.
Designed and implemented a scheme to pilot a coaching programme for twenty senior leaders; working with six other associates. The coaching was 1:1; both face to face and online. I coached five senior leaders. Key areas included: career transition to a promotion and the first 100 days in a new role.
I prepared a newly promoted leader for moving abroad to take up a new post. The coaching helped her prepare for the move by understanding and managing her strengths/weaknesses, clarifying her expectations and those of the organisation, identifying the challenges and developing solutions and building her confidence to handle her new status.
I coached a senior leader during the first few months in a new role. The coaching helped him establish his new identity, crystallise his vision and devise a means of implementing it.
Overall, the pilot coaching scheme has been so successful that coaching now forms part of the training programme within the British Army.
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