CHALLENGE

This is an executive working in the financial services industry in Asia.  He was seen as highly competent executive, very intelligent with upward mobility.  His challenges consisted of being perceived as being very tactical, lacking the strategic focus and communication at the strategic level.  Moreover, the way he presents himself does not lead to a sense of executive presence required for the position.  He needed to build “gravitas”, in order to progress in his career as well as to gain the respect of peers, and clients.

CHALLENGE

This is leading player in the Global Hospitality Industry. The C level Coachee, Regional CEO, was a strong, highly regarded individual, and a comer in the organization. He outlined a vision and blueprint for China and sold it successfully to the Company Board. Greater China results have been stellar and accordingly drawing great attention. Sounds all good? Too good. There was an image concern with the Regional CEO, with the danger of being seen as a “China guy”. His desire was to join the Global Executive Management Team, which is the body that runs the company globally, yet he was seen to be overly entrenched in China.

CHALLENGE

This was the China Regional Team of a global pharmaceutical firm. They had enjoyed good growth over the years, but were starting to lag behind in terms of market share and development. They had experienced high turnover in the past few years. Given the size and scope of the China market, those executives working outside of the Beijing China HQ seemed to be doing their own thing. The team was not aligned on issues and had many disparate positions. They seemed to have no underlying vision and the values were all over the board. There was little sense of team spirit and bonding and everyone appeared busy on their own projects. There were varying ages, tenure and experience on the team, leading to cliques and a lack of respect for some members.

CHALLENGE

This global financial institution was embarking on some innovative strategies in Asia. The

Regional Team had differing opinions on the strategies, KPI’s and how to implement the plan for the year. With the matrix of functions and geographies, a level of complexity was evident. There were strong personalities and much history, which created barriers to alignment. The Regional Director clearly needed to create agreement and encourage the Regional Team to speak with one voice.

CHALLENGE

This Marketing Communications firm is a global leader in its field and a strong player in Asia. It had recently acquired another marketing firm and installed a new Executive Team in Asia. The team was multi-cultural consisting of British, Indians, Thai, Chinese, Japanese, and American. Some were left over from the old firm, but most on the team were new, including the Regional director. There was no sense of team, and the new members brought in their own values, and the old members brought the legacy from the past. The new Regional Director needed to establish himself firmly in the leadership role and bring the team together. He needed to instill a new culture into the team. What further complicated issues was that team members resided in different countries, making frequent face-to-face communication was challenging.

CHALLENGE

This coaching program involved six executives working throughout Asia Regional in Financial Service Industry. Each executive was coached separately, however, they shared common objectives to increase performance. The performance varied based on the country and the respective teams. Some had strong results however the team turnover was high. Others’ results were a bit lacking despite having stable teams. All of the executives needed to increase their leadership and managerial skills. The overall objectives included the need to develop high performance teams and professionalize the way they lead and manage.

CHALLENGE

This is a professional services firm is a global leader in its field and a strong player in Greater China. The consultants on this team are highly educated and come from strong backgrounds with a plethora of experience. The state of team was characterized by a group of highly competent consultants operating in silos with little transparency and a dearth of office or Greater China team identity. There was a fundamental lack of trust and transparency. “Self survival” has tended to be the unconscious behavioral trait. Many consultants were disillusioned and feel in the dark as to their own career progress and status. There was an expressed concern that if they didn’t address these issues, Greater China could suffer a crash. In this busy growth context consultants didn’t take the time to work together as a team, but rather as individuals pursuing their own business growth agendas. The mix of personalities at that time contributed to the sense of individualism where consultants didn’t spend much time together either at work or socially.

CHALLENGE

This is an executive working in China in the Consumer Goods area. He was seen as highly competent executive, very intelligent with tremendous upward mobility. His challenges consisted of primarily the need to manage his emotions. He would have the tendency to react quickly to his staff, was often curt and wore his emotions on his sleeve. He would tend to openly express anger and scorn. His listening skills were poor and he would jump to conclusions without giving others their due. This was causing moral issues and strain in relationships with his staff and co – workers.