Coaching Diary: Female Executive in Transition
September 09, 2010 at 11:35 AM
The MD of one of our major client companies asked for our help. He wanted to promote Kathryn, a highly talented young executive, through the ranks to be IT Director of their European division. Kathryn had all the skills, all the knowledge and a good attitude and the CEO was convinced she could do the job. So what was the issue? Kathryn looked and acted 'young' and needed more credibility. The concern was that the high-performing European team would not respect her authority. Our first meeting with Kathryn established that the whirlwind promotion she had received over the previous two years and the expectations now being put on her left her feeling ambivalent. On the one hand she was honoured to be chosen for this job and knew she must have impressed the MD; on the other she felt she needed more confidence to lead a team of 'alpha males', as she described them. Our plan for Kathryn was two-fold:
1. One-to-One Coaching Programme
- Over the six months before the hoped-for promotion we helped Kathryn:
- increase her confidence by referencing all her great successes and abilities
- establish her values and beliefs and her 'cultural fit' with the Company
- get her voice heard at meetings by using a more credible voice tone, slower voice pattern and fewer 'girly' gestures
- present herself more professionally (hairstyle and clothes)
- use decisive language and posture with her reports
These simple changes had a highly positive result.
2. Assimilation Programme
Towards the end of her Coaching Programme, Kathryn received her promotion! We facilitated a team meeting between Kathryn, her new reports and the MD. Kathryn, in her newly credible persona, led the meeting. First, she created a slide show and presented herself and her achievements over the past two years to the European IT team. Then she asked questions of the team, such as:
how do you like to be managed and led?what are your strengths as a team?
what do you expect of me as your team leader- where do each of you require my support?
Based on the answers, Kathryn came up with her own requirements for the team, for example:
- regular one-to-ones to report on progress and discuss issues
- shared information among team members to enrich the IT process
- her expectations around business targets, which were aggressive but fair
Two more such meetings were facilitated over the next 90 days. Kathryn grew in confidence with her new image and position and we have heard from the MD that she was expected to be promoted to the Board within two years.
Kathryn's testimonial
"I am sure I would not have made this transition without the support of my Coach. She had a light touch and made our sessions both fun and energising, but she also challenged me at every turn to believe in myself. It wasn't always easy, but I am so proud of myself for persevering. I now have much more confidence and I can tell I am respected by the European team."
Plus Partnership Coach: Edwina Biucchi
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