Client industry:
Software/Technology

Employee Size:
2,20,000

Coachee Situation:

The leader of a technology unit was on the slate to become the regional technology leader – albeit with a few reservations. While the decision was made, he was not completely ready for the next level. He wasn’t sure how to play at a higher regional level. This coaching engagement was provided more as developmental opportunity for the leader to discover his blind spots and to reframe his perspective to play at a higher level.

Coaching Engagement:

Coaching the smart to become smarter requires a higher order of coaching. When it comes to leadership transitions, perceptions trump competence. We worked with this leader to gain all round feedback on his specific behaviors, especially focused on running high performance, cross-boundary, high stakes meetings. If everybody else’s perception is reality, this leader gained the most in analyzing and stack ranking feedback to focus on his own developmental journey.

Coachee Results:

The expert as leader transformed to become the expert leader. Focus on technology outcomes transformed into influencing business outcomes. Managing teams transformed into coaching cross-group and cross-boundary collaborations. Each of these transformations finally culminated in this leader getting promoted into running the technology group across Asia, ahead of the planned transition time.