Client industry:
Software/Technology
Employee Size:
1000-5000
Customer Situation:
One of the largest Japanese brands has its Global Development Centre in India. The Infosec division of this Indian entity has a set of leaders and future leaders who are technically strong. But when they deal with their internal clients, they are very submissive and don’t have enough courage and confidence to influence them with their ideas. They were involved in more of operational aspects and missed out on strategic thinking. This was impacting their work and relationship with key stakeholders, which lead to greater attrition within this division. In short, they lacked Assertive Leadership. Here is when they approached Global Coaching Lab for a long-lasting solution.
Our Engagement:
This was the kind of project that we wanted to have and help our customers. We designed an engagement that had a 2-pronged approach. One was running a 3-day workshop for their top 15 leaders on Assertive Leadership. The leaders got to learn some of the most critical elements like leading the conversations with insights, influencing critical stakeholders, driving consensus for critical projects, developing strategic thinking, etc. The 2nd approach was to run One on One Executive Coaching for their top 4 leaders including the Head of the division. This was to ensure that these leaders elevate themselves and coach their teams for higher order results. It was a 6-month leadership transformation journey.
Customer Outcome:
The results that this division saw post our engagement were multifold. All these 15 participants gained more clarity on how to be assertive without being arrogant. With all new skills that they learnt during this journey, they are now able to provide proactive support to their internal clients and not reactive. Everyone speaks a common business language. People are now nominating themselves voluntarily for new projects. Finally, after seeing the transformation of this division, the head of this Indian entity gave a prize in the form of another bigger order for his other division.
BEFORE
Leaders had submissive nature.
Attrition was very high.
People didn’t share a common vision, which was impacting business.
People needed to be pushed for taking up new projects.
The relationship between the leaders and their team members was not that great.
AFTER
All the 15 leaders gained more clarity on how to be assertive without being arrogant.
Attrition rate came down drastically.
People started talking in a common business language.
People volunteer themselves for new projects.
Cordial relationship is prevailing now.
