Case study : Coaching the leader of the London operation of a US commercial property-related company

The US parent company executive with responsibility for Europe had tasked the leader, who was from the States, with setting up and developing a London-based operation. They were keen for him to have coaching in his leadership style, particularly his presentation style and how he developed his team. It was agreed that the consultant would first observe him in action, leading a team meeting and then hold exploratory discussions with both him and his manager, a US Parent company Board-level executive.

The initial observation threw up a number of areas of development, which when fed back formed the basis for the initial proposition, along with the leader’s own perceptions and those of his manager. What was particularly clear was that the leader lacked personal presence and impact and did not give a clear steer and influence in his interactions with his direct reports. He was a successful leader in achieving sales and now needed to upscale and transform his style to that of his new role. Until he did that, his manager did not see him as being a potential truly senior level operator in the organisation.

The coaching initially focused on how he organised himself, since he was swamped by his work, and then on how he managed and led his team. However, the really impactful part of the coaching was when the coach and the leader worked together in some live presentational practice sessions, involving him in making deliveries and then taking part in “in-the-moment” replays of what was happening to heighten his awareness. Very quickly he saw how he was working and what he needed to change. The consultant then went on to observe him in action in team meetings and then a whole-company presentation at an annual “kick-off”, with immediate feedback. The leader was very focused on implementing what he was learning.

When the coach later caught up with his client, he heard that the leader had been recalled to the States to take over leadership of the US Eastern region. He had succeeded in meeting his manager’s expectations and seen the results.