An executive who was looking for more professional satisfaction became a client. He had succeeded in almost everything he had tried in life so far, but there was something missing. He wanted to have an impact on a global scale. By working together, we designed a new career path. He decided to start his own company. I helped him through that transition, advised him on the business start-up, continued to work on strategies and tactics through the early years. To date he has succeeded and is continuing to have a global impact on renewable resource management.
Out of a job to new, improved career
An executive in a non-profit organization was let go when there was a change in management. Even during the shock and disappointment phase we worked together to uncover innate talents, skills and bolster her self confidence. We designed a template for her "ideal job" and after working together through networking, interviews and salary negotiations she accepted another position in a for-profit company that fit her specific wants and abilities. She is thrilled.
Tough start, great result
A talented executive came to me when he was tasked to close down an operation forhis employer and to determine the next step in his professional advancement. We worked extensively on the getting him through the closure while maintaining compassion and his commitment to maintain his own ethical standards. He got the job done, and then worked on his requirements for a new position. Together we designed a template of the type of position that would meet most of his needs and wants in a new position. He had several offers but chose the one that fit him best. One year later, he is a successful CEO of an international business with all the challenge, impact and growth he had desired.
Talented but stuck
A young executive came to be my client when all his drive and talent was getting hindered by his lack of organization and weak "soft" skills. He needed help managing his time, his office and his staff. It took only a few months to help him feel in control of his growing department , separating the "important" from the "urgent" requirements of his position, and scheduling times to meet and build relationships with his staff. He felt more confident in how to grow his business, optimize the performance and development of his team and give himself the time he needed to plan for the future. His span of control has grown and he has exceeded his original goals. He is a more confident, effective leader.
CEO now what?
Being a CEO of a large company, though prestigious, can be very isolating and if fact lonely. One came to me after his recent move to this position. He had found that he wasn't "in touch" with what was really going on in his new company. His direct reports didn't seem to have that information either.The company had productivity and morale problems that he was hired to "fix" and the pressure to do this as soon as possible. The company was expecting a "magic" that won't happen quickly or without investigation. He wondered if he had made a mistake accepting the position even though he felt qualified. We met frequently at the beginning to determine a plan of action that included laying out to the board, what he goals and time frames he needed to accomplish some basic reorganization, It included analysis, skip level meetings and some "management by walking around", as well as his needs for IT consultants, etc. We worked on the presentation to the board together. When he pushed back on the Board's pressure and gave them a reasonable alternative they agreed. We continued to work on the execution of his plan, frequent updated to the Board, and I was his sounding board, brain-storming companion and sometimes cheerleader to get him through the many tough times to come. Now we meet only when he needs someone confidential to work through personal or business issues and he is gradually remaking the company into a more productive engaged organization.
Promoted but no training
As a new executive promoted after performing exceptionally well in his previous position. There was an assumption that he would perform similarly in a leadership position. Training for this individual was in essence "throwing him into the deep end to see if he could swim". This is a mistake often made in business, and it causes some very gifted people to "just survive" or give up. Someone in this man's organization referred him to me. He had taken assessment tools to discover his current skills and development opportunities. We worked together on management techniques, leadership skills, corporate politics, improving his communication with direct reports and upper management He reports that he and his company are very pleased with his progress. His team is thriving and he is truly enjoying his new leadership position and looks forward to his next promotion.