A partner with a leading management consulting firm wanted to explore coaching as an opportunity to transform himself, his team and his organizational results. Specific areas that this leader wanted to focus on was on building gravitas, breaking silos and balancing his priorities.
In addition to the SMART Goal setting, we brought in Pearson's Heroes and archetypes into the coaching conversation. We were able to guide him to situationally tap into his emotions. For example he was able to unleash the ‘Warrior’ showcasing preparation, gravitas, and strength as he approached key leadership meetings.
Understanding, acknowledging and bringing forth various archetypes helped the Partner improve his situational fluency in leadership settings, to a degree that he is now comfortable leading conversations at a higher level.
We utilized Lencioni's "Five Dysfunctions of a Team" to build on his ability to get his team to showcase vulnerability and then move to trust, accountability and results. The ability to dissolve silos also helped him to identify the next set of leaders who could be potential successors to his role.
We utilized "UBalancer", which is a tool that allows the coachee to record and reflect on his various life roles, time spent and results achieved thereof. Weekly reflections helped him identify "time wasters”, take control of the most important priorities, and assign time accordingly.
The ability to bring in specific tools and concepts into the coaching discussion provided the
coachee with the intellectual richness and execution rigor to make progress on his goals.
His transformation with coaching with GCL was so powerful that he now plans to work through GCL to address some of his customer's coaching requirements.
Our Director, Sripiryaa Venkataraman was roped in to be the cross cultural diversity coach for the president of India’s largest windows and door brand in 2013. He was of Scottish origin with great credentials and accomplishments back in the UK. This convinced the parent organisation to bring him in as an external hire.
Although the parent organisation along with the chairman, supported and encouraged us in this initiative, there was a lot of resistance to change from the leader and his team. Given that the belief in our value – high integrity in our engagements, we decided to disengage from this, but have carried the learnings thereof.