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Newly Promoted MD wants to Establish Respect

Recently, I worked with a newly appointed Managing Director, Robert. He said he didn’t want the job and felt no-one in his senior management team liked or respected him. He was thinking of selling the business but was feeling confused on what was the right decision to take.

On exploring the problem, we were able to turn it into a desired outcome solution, or goal. Robert was clearly a competent professional, but with people, he considered himself something of a disaster.

This ‘belief’ arose from the challenging relationship with the Operations Director who was resentful of Robert’s appointment and had a strong influence over the rest of the senior management team. Robert was feeling undermined, doubting his ability to be an effective MD.

On reframing, the problem gave Robert clarity of what he wanted. From this position, he was able to recognise his thoughts and possible decision to sell was driven by his insecurity and lack of confidence; it became an excuse, an ‘easy way out’.

The Coaching Outcome defined was to develop his identity the Managing Director.

To be confident working with his senior management team to set and lead the direction.

By mapping Robert’s experience, skill set, knowledge and capabilities, he was able to see he was more than capable, getting clarity of his role and responsibilities, to be the leader the business needed.

The Learning Strategies included:

  • Self-Awareness: being aware and understanding of his reluctance to manage the OD’s confrontational behaviour.

  • Communication: by utilising his psychometric profile to learn how to adapt his style of communication to increase understanding by others.

  • Relationships: develop and practice building trust, rapport and engagement.

  • Assertiveness: through understanding his profile to flex his style of assertion to advance his opinions and decisions in a manner that constructively drives accountability.

  • Weekly Reflection: to strengthen and embed as habit his learning and continuous self-development.

Results: Robert’s key learning was that in becoming self-aware, in understanding his strengths and how his limiting beliefs had driven some unhelpful behaviours.

Robert successfully and consistently took action. He increased trust, engagement and respect of his SMT. He gave constructive feedback to the OD.

He became confident and self-assured. He learnt he could take a different approach and achieve the outcome both he and his father wanted.

Professional Executive Leadership and Career Coach

Member of AC, ILM, Qualified Coach (Distinction) LCA

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