Client industry:
Aquaculture

Employee Size:
1001-5000

Coachee Situation:

The CEO of a large Aquaculture Multinational desired a change in the mindset of his leadership team. He had been observing the leadership team for sometime and he felt they weren’t thinking a global level. He wanted them to make a shift from a farmer’s mindset to a FMCG Business Leader’s mindset. The leadership team spanned four continents so it was important to coalesce the team to think differently.

Coaching Engagement:

Given these were senior leaders, we needed to design a workshop that included components of facilitation, coaching and feedback. After a few exercises that reduced the barriers within the team, we then set about aligning the team to a measurable vision and define strategies in the critical thinking format. Cascading this vision to the next level of Plant General Managers and Divisional Vice Presidents took up the bulk of the time. We also invested in anonymous behavioral feedback across the leadership team, so that every leader knew what other leaders’ thought about them.

Coachee Results:

The biggest realization across this heterogenous leadership team was the assumption of alignment. They thought that they were all aligned, but in practice their plans and actions were not aligned. Coaching through frameworks helped them align and secure commitment to organizational goals. They also realized how difficult it was to connect the dots across the enterprise. In addition to the rational aspects of alignment, the behavioral feedback also exposed them to the emotional expectations for alignment. Taken together, the leadership team now had a unified approach and strategy to secure a higher aspiration.