An operations executive moving into a new leadership role strengthens his public profile while retaining his down-to-earth management style.
The KCG coach worked closely with the incoming leader to help him adapt his own behavior to the demands of new role and establish personal priorities for his first year in the job. The coaching engagement had three steps:
- Set the Stage and Gather Input. The KCG coach and the client met first to define goals and how they would work together. The coach then conducted confidential interviews with 10-12 colleagues—peers and direct reports. All interviews were conducted in confidence. This was the client’s first 360 assessment.
- Analysis and Feedback. The coach summarized the findings from the interviews, sharing both high level themes and specific examples. The future operations leader learned that he was perceived as a strong manager but one who stayed close to home. His colleagues believed he would need to make a concerted effort to build ties across the organization in his new role. They also saw his long history at the company as both a strength and a potential detriment; they were concerned that he had become insular.
- Development Planning. The coach helped the executive develop a plan for reaching out across business units in his first months in the new role. They also mapped out specific actions that he would take to become more aware of industry trends and to develop a network of other business leaders. In addition, the leader began to open up his reserved style so that others could connect more easily with him.