Tom’s office is going to lose nearly a third of its people. When the moment comes, he will have to break this news.
Tom is passionate about his work. He is a compelling ambassador for the business when he speaks about it publicly, which he enjoys doing. He is proud of the improvements that his office has delivered since he became General Manager, and he is protective of his people. He demands a lot of them, and when the pressure is on he knows he can sound sharp and critical, but he also takes a lot upon himself; working hard and pursuing improvements are among his core values.
What does he want from his coaching? ‘To learn more about dealing with pressure.’
vp-adminWhat to do when you have to step outside your comfort zone
The trouble with being really capable at doing something is that it is often accompanied by a corresponding blind spot in another respect.
In this brief case study we explore What to Do When A Strength Threatens To Become A Weakness
Mac is an IT security expert. He manages the cyber security team for a big corporate concern. ‘He’s technically brilliant,’ they told me, when we first discussed the objectives for Mac’s coaching, ‘but he lacks certain interpersonal skills and this causes issues in his team and beyond.’ Mac did not spend time on diplomacy or winning people over. If he needed something from them, he simply demanded it.
vp-adminRecognising What to do When a Strength Threatens to become a Weakness
Creating and embedding a coaching culture in an organisation
“We saw an instant change in beliefs and behaviours – our people realised that they weren’t always coaching their teams in the right way. The managers who went on the programme are now leading their teams more effectively.”
vp-adminTalent & Organisational Development Case Study
Graham is a rather specialised sort of medical scientist, but he does not speak with the dry, measured diction of the stereotypical clinician. He talks brightly, with colour, energy and enthusiasm.
What also struck me in that first meeting was that Graham seemed so open-minded, ready and receptive for the coaching that his employer had decided he needed. This was an encouraging surprise, because it’s not easy to accept the feedback that you need lessons in anger management. It’s especially difficult to accept, if you’re already in a senior role.
Each of us has a personal but largely unconscious profile of ‘voices’ which shapes the way we talk and the impact we make. We each favour some voices, and often over-rely on them, while neglecting others.
The effect is not only to leave us less versatile than we could be and need to be, but also deaf and blind to our own inflexibilities and to the consequences of some of our actions.
By bringing your personal pattern of voices, and its impact on others, into conscious awareness, VoicePrint makes your personal, inter-personal and organisational skill-set more complete, more agile and more effective.