Success Story 1

A global IT giant wanted to groom their next generation leaders, especially senior Managers. Developing leaders to take on higher responsibilities and identifying high performers to reach their full potential were some of the requirements. The shared vision and alignment helped to improve their service offerings. Coaching helped them to develop leadership qualities which inspired allegiance from loyal and long-serving managers. Read how Executive Coaching helped them meet their objectives.

The Company is a global leader in engineering services outsourcing and product development IT services to the global manufacturing industry. They chose to empower their senior leaders through Executive Coaching as they embarked on their leadership journey. Better communication and improved team management were some of their key challenges. CoachMantra was chosen as the proposed learning partners to carry out Coaching sessions for the identified Leaders.​

  • It started with an informal chemistry meeting between the individual coachee and the proposed Coach from CoachMantra. The objective here was to understand the coachee as a person and establish a rapport between the Coach and the coachee. This dialogue helped identify the needs and competencies of the coachee which contributed to setting the learning objectives.
  • Each coaching session built on the previous one, helping the coachee to meet his or her specific coaching needs. Each session was a unique and collaborative process. An action plan was drawn up with the coachee’s buy-in at the end of each session.
  • Regular sharing of ideas and exploring solutions is a way to consolidate learning. During the final review an assessment was carried out to establish the achievement of the Coaching goals.​

Positive impact seen during the final review, after the coaching intervention

Communication

Enthusiasm and willingness to share information with their team resulted in better team management. Bonding with the team created an environment where appreciation was openly and easily expressed. Managers and leads started interacting with peer groups especially with pre-sales and market groups, sharing feedback that was constructive and meaningful.

Thinking differently

Managers started taking time to assimilate and analyse before jumping into solution mode. Some visible changes – looking at the big picture with a long-term perspective, driving and implementing changes, influencing decisions and above all being perceived as a fair leader across groups.

Creating a shared vision

Prepared a structured roadmap for aligning activities across the group. Encouraged one-to-one discussions to improve staff engagement. As teams became enthused with the new approach, they started working independently on customer initiatives. Innovative design thinking leading to service improvements and automation was seen. Tracking activities lead to better utilization of teams and deliverables, reports and governance etc.

Success Story 2

This global organization, associated with the metals Industry for over 75 years has a presence in 32 countries. Naturally they have a diverse and rich multi-cultural environment and unique challenges. A senior Manager who had risen from the ranks was earmarked for a leadership position at Jakarta. She felt a little overwhelmed about the transition from a functional to a leadership role, plus the lack of any women role models. Read how Coaching helped her to grow into her future role and take on additional responsibility confidently.​

After an initial assessment, we decided to use our ‘Wholesome Coaching’ model which covers two facets: coaching for ‘being’ and coaching for ‘performance’. In view of the dynamic environment of the business and the leadership challenges entailed by the new role of the coachee, a set of Coaching objectives was set down.

  • The Coaching intervention started off with a kick-off meeting which was an informal opportunity to get to know each other. The coachee’s expectations, her professional needs and existing competencies were discussed. It was established that as a result of the transition into her new role the coachee wanted to become more assertive. Also, the new job demanded a high level of accountability and focus on meeting deadlines.
  • We charted out a development plan and agreed on the metrics for measuring the coaching effectiveness. Thereafter a time bound pre-coaching contract was signed.
  • In a span of 3 months, we conducted 14 coaching sessions on a ‘one on one’ basis. We addressed the specific coaching needs using principles of Neuro Linguistic Programming (NLP) and astute questioning skills. Through regular face to face meetings, case studies, reading material and role plays, we built the coachee’s confidence. Self-realisation by the coachee and future actions plans prepared at the end of each session ensured that the new learnings were implemented in daily activities.​

Results of the reviews

Mid-term review

In the presence of the reporting Manager of the coachee, an open exchange of feedback took place. Small positive changes in the coachee’s language and dressing created more energy in her team.

Final review on completion of the Coaching intervention

We observed a paradigm shift in the coachee’s thinking as she moved from low gravitas to high gravitas. She started speaking firmly as her confidence grew. An increase in staff engagement, assertive communication and proactive responsiveness was reflected in a high degree of ownership and self-motivation.

Testimonial

High praise indeed received from the line Manager of the coachee.

The consensus is that she has made significant progress along the objectives, demonstrated by:

  • Continuous improvement through dedication to learning
  • Leadership, demonstrated in a significant meeting
  • Development of 'gravitas' - to hold her own in meetings, demonstrated in an important conference
  • Leading a finance team reorganization