A mid-career professional was frustrated with a lack of a clear growth path within his company. He felt unappreciated and underutilized by his current management team. His situation had led him to believe the only option was to radically change course and look for jobs in other companies or even another industry. Early in the assessment phase, he realized he was looking at his situation through a lens of low energy and blaming others for his problems. This had shut down any vision for what could happen in his current company. He also came to realize that looking for a new job while in such a negative place would derail any real opportunities or land him in a similar situation.
Coaching focused on shifting his own energy and overcoming the blocks that were holding him back from being full engaged. As changes began to happen he was able to clearly seize opportunities that were beneficial but he was unable to see before. The new internal job he took was a significant step up, more in line with his own goals, and allowed him to work with a boss for whom he has a great deal of respect. In this new role, the coaching emphasis was to help him be keenly aware of what success would mean, how to rise to the new challenges, and how to be an effective leader in the new role.
His longer term roadmap may still take him outside of the current company, but the decisions he makes will be from a higher level of consciousness with clearer alignment to his own values and goals.
Three factors were converging on the 50-year-old owner of a successful marketing company and he wanted to make solid, strategic plans for his future. First, he wanted to make decisions about his current company. His options included sell it right away, grow it and then sell it, or keep it as is without investing much more. Second, he was presented with a new business opportunity. If he took this on he knew it would impact the time he could spend with his existing business as well as require certain management skills he had not used effectively in the past. Finally he (and his wife) realized that his work/life balance was not the way it had been in the past and this was causing stress at home.
The coaching program focused on uncovering how he reacted to stress in general, what his true core values were, and what measures he could take to be a more effective manager. Through this new lens, he was able to more effectively make the decisions around his priorities for his current business, overcome the fears of the new opportunity, and be sure that each of the decisions he made were in line with the values of both himself and his family.
A mid-career Director wanted to relocate to be closer to family across the country. A few positions were emerging as possibilities. Some were “safe” and would give a foothold where she wanted to live, but were not really what she wanted. Another position was very exciting but perceived to be “out-of-reach”. Through coaching, the reasons why this role was thought to be unattainable were challenged and uncovered internal assumptions and limiting beliefs that weren’t necessarily true. She pursued and received the job, and is successfully running an agency as Executive Director.
The COO of a mid-size corporation knew he could be a better leader and although the culture of the company wasn’t terrible, there were certain dynamics he felt could be changed to improve the overall performance of the company. A six month program was proposed which would include Energy Leadership assessments of five key leaders, monthly group workshops for the five leaders, and weekly one-on-one coaching. The result was improved performance by each individual leader as they became aware of their own strengths and areas for growth and had a coach help them make the changes. The workshops provided a forum for efficient learning of key coaching principles and buy-in from leaders as they were all “hearing the same thing at the same time.” The unified, sustained program successfully shifted the overall energy of the company and its employees.