A case of executive coaching in the context of managing change
Tom is the General Manager in charge of a busy European office selling, organising and running cruise holidays. Like most markets, this one is tough. Competition is intense, margins are narrow, and while the general trend in this part of the tourist industry is towards growth, prolonged difficulties in the Eurozone have dampened demand significantly in some countries.
Tom is emotionally engaged in what he does. He is a compelling ambassador for the business when he speaks about it publicly, which he likes to do. He is proud of the improvements that his office has delivered since he took over as GM, and he is protective of his people, although they may not always see how much he cares for them. He demands a lot of others, and when the pressure is on he knows he can sound sharp and critical, but he takes a lot upon himself too. Working hard, seeking improvement and embracing shared objectives are among his core values.
What does he want from his coaching? ‘To learn more about dealing with pressure.’ ‘I think I’m a good people person, but it is more challenging to bring bad news across, and dealing with very emotional people is a problem for me.’
The prospect of having to deliver bad news is much on his mind…