Some work case histories
AN EXECUTIVE HAS TO BE ABLE TO DELIVER THE MESSAGE
A young executive at a global company had to improve skills continuously in order to answers the needs of her organization and to fulfill the requirements of the next carrier step. This young lady faced a major challenge – it was major in her imagination: to present in English in front of the whole company – many hundreds of people. She was significantly overweight and had an impediment in her speech. Our coach started to work on her self image, with a solution focus method. This involved a video feedback while working on her self representation which drew a speech therapist into the coaching process. After eight sessions, she experienced a significant improvement and eventually, she was able to cope with situations not imaginable before.
TO BREAK TEAM NORMS IS THE HARDEST CHALLENGE OF THIS NEW MANAGER
We were called in to assist a new team leader who had taken over the management of a long established staff team, and who was experiencing difficulties in carry out their management role.
The origin of the tension within the team which was causing the new team leader difficulties, was that many of the existing staff team members, felt that the promotion should have come from within their own team.
We started the coaching of the new team leader, and later in the process, we delivered a conflict mediation workshop with the whole team. We helped them explore their relationships offering the leader and their staff team, some new ways of working within the melee of disappointment at the role not being an internal promotion. They were ultimately given new tools and possibilities within which both the team leader and their staff team, could move forward in such a way, that eased the tension and allowed them to support each other through mutual cooperation and understanding.
BROADENING CONCEPTS OF SELF
A leading technical professional was sent to coaching. The assignment was to sort out if he needed coaching or therapy. He was leaving a position where he failed as a project leader and relocated within the company to a different area to lead a different team. He had become emotionally 'stuck' due to his feelings of guilt and shame which 'paralyzed' his ability to be effective. It also had impinged on his personal life as he was suffering from insomnia which in turn made him depressed.
After several session of solution focused coaching, he started to acknowledge and accept his failed attempt to answer the challenges in his previous position.
He also began to become aware of this 'second chance' his company had given him and that it was an ideal situation to not only to prove his true potential, but to fulfill it.
In reframing his possibilities and resources successfully, he changed his own narrative. This changed notion, made him able to turn his crisis into an 'opportunity'.
FINDING CONFIDENCE OUT OF DOUBT
A key professional was sent on coaching by the owner of the company, in an attempt to "repair" the young men's attitude to work. It was felt that as he suffered from 'attention focus failures', this was causing lost business.
He arrived well motivated although it was felt this was due to other reasons.
Whilst he agreed that he was not as focused as much as he should be, there was an underlying feeling that his future with the company was in doubt. This doubt came from a feeling he harbored, of feeling he was being badly treated and that he was not acknowledged in his current role.
Because of his emotions and feelings that he was not acknowledged within his company, the coaching focus switched to "leaving this company behind" support.
This turned out to be a paradox intervention, because the full support and total respect from the coach toward his clients choice to leave his company, provided the unrestricted possibility for him to list and sort out all his emotions and feelings towards the company.
This knowledge on the other hand provided him the chance to build up a potential for coping with the situation, which resulted in his choice to stay with his current employer.