By K. Wasylyshyn
In a box that is crowded with how-to training books and educational tomes on organization/leadership habit, Destined to guide breaks clear of the group with its specificity and candor on how actual situations opened up within the fingers in a single of the world's most useful pioneers of government training.
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In a box that is crowded with how-to training books and educational tomes on organization/leadership habit, Destined to guide breaks clear of the gang with its specificity and candor on how genuine instances opened up within the palms in a single of the world's most dear pioneers of govt training.
Extra resources for Destined to Lead: Executive Coaching and Lessons for Leadership Development
Others in the company and another external consultant had “failed” to coach Ted, the brilliant scientist. The more he described Ted, the warier I became because I heard little regarding his intention to evolve as a leader. I didn’t want to raise an expectation upon which I could not deliver. Nor did I want to waste the company’s money or tarnish the reputation of executive coaching as a valuable development resource. Not to damage my relationship with the HR professional, I agreed to have a “no commitment” introductory meeting with Ted.
Inevitably, conflicts arose but given the coaching I already had, I was able to remain steady, calm, and effective in these leadership roles. I was given many kudos for holding my boss’s and my colleague’s organizations together and, after a year, I received a significant promotion. I also received a major role in the wake of a merger with another global entity. Shortly thereafter, I was recruited to become President of R&D of another global pharmaceutical company. While this job was a real stretch with a much larger operating budget than the comparable role at my company, I felt coaching had helped prepare me for a job of this magnitude.
The third area was not identified in the coaching agenda-setting meeting, but it connected to what I had learned from his life history. The majority of people in the sample described Ted as an obsessive-compulsive workaholic whose sense of identity was completely dependent upon his work-related accomplishments. In tandem with this, he was seen as inexplicably insecure and in need of frequent recognition and affirmation. Distillation of Coaching Areas After merging Ted’s organization-based data with input from his boss and HR partner, we settled on two areas for the coaching phase.