Adapt and accelerate her onboarding process into the new company
Senior-level executive female 45 years, who had joined a company but was facing issues with adapting to the company’s culture. She was a senior-level executive and was hired by a Fortune 500 firm to add her in-depth information about industry developments and needed technology insight to the executive team.
Not only did this executive wish to onboard smoothly, but she was also considered a strong prospect to succeed the firm’s CEO, who would part in a couple of years.
Meanwhile, the firm was experiencing delayed growth and insular business divisions. The role of the leader came with a decree to challenge strategy and the organizational status quo.
(Client to Adapt and ACCELERATE her ONBOARDING PROCESS into the new company.)
To be able to recognize useful changes that are needed in the organization. And to be able to review her decision-making habits.
The leader resisted successfully build a platform for her role and vision with her executive peers, including the fact that she misjudges the organizational culture and some of her communication habits implanted doubt in her ability to make tough calls.
Numerous stakeholder interviews and an in-depth leadership 360-assessment helped to start an honest snapshot of how her peers and boss were observing her. In the past, too little feedback too late and the coachee’s defensiveness had stood in the way of understanding the full scope and earnestness of the requests others had of her.
Outputs
With her coach, the leader reflected upon stakeholder needs and how this new organizational culture differed from past employers. Equipped with a truthful picture of what stakeholders want – accompanied by concrete feedback about unsolicited or unclear behaviours, the leader could recognise useful changes in some communication and decision-making habits. The 360 results also suggested that the leader was more reactive than creative.
Our coaching helped the leader take on more active roles in supporting others’ career growth, clarifying and consistently communicating her leadership vision, and instigating and sponsoring an internal strategy valuation process that associated divisions and supported consistency in the execution of strategic significances.
Her leadership, initially seen as principally reactive, was measured more creative and proactive by others.
She also worked pro-actively, in response to the 360 and coaching work, to change communication patterns that shifted the sensitivities that others had about her decisiveness and her ability to form personal connections.
A lot of this was achieved when cultures were explained to her, and the levels of culture that can be penetrated and some that offer more resistance. And changes need to be both ways for the system to accept.
