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.
SOLUTION
The first step was to clearly articulate the coaching objectives. Each coachee produced an action plan that spelled out his/her current situation, desired outcomes, strategies and milestones. These were aligned with the manager. In most cases it became clear that coaches were stretched and caught in the activity trap. Focus One engaged in its proprietary “business agenda” exercise, which clearly elucidates the top areas of priority over the short term, and is linked with the vision or end state, which the executive wants to realize. This was very powerful to create focus. Another major area of focus was team development. Setting the bar high for attracting strong talent and expecting results, as well as development plans for key people.
OUTCOME
The executives clearly professionalized their approach to leadership and management. Due to the increased focus, they started achieving superior results in key areas, despite the financial crises at the time. They universally started to delegate and empower more, freeing themselves up to focus on more strategic issues. Overall their sense of gravitas and communication skills within and outside the organization were noticeably enhanced. As a result of their focus on team and talent development, their people were evidently upgraded with an acceleration of development. Given the successes, a number of them went on to take regionally enhanced roles.