This case illustrates the significant improvement in self confidence achieved through coaching for a senior manager with benefits for the individual, the team and the business.
This is a quotation from a discussion with N, a divisional senior manager in a leading Plc as we drew to the conclusion of a coaching project.
BBB: ‘Out of 10, what score would you give yourself for your recent performance in your current role and grade?’
N: ‘About 4 I think.’
BBB ‘OK, so what potential score would you give yourself – in this new role and at a higher grade – as a result of what we have done?’
N: ‘Oh 8 …seven or eight certainly!’
The Background
After several years in the same post N had applied for promotion to divisional director but his promotion was ‘deferred’ – there were some development issues that the Promotion Panel felt should be addressed.
The Process
The process was short and simple. In one session we reviewed the background and context of N’s current performance. Previous development activities and performance management, and his psychometrics were all discussed with reference to his current and future roles.
Confidentiality, openness, trust and rapport were quickly established, assisted by the independence and objectivity of the external coach. This enabled N to make an accurate self assessment of his performance and potential. He took ‘ownership’ of the process.
To understand his development needs, in a second session conversations with internal mentors were facilitated allowing N to explore his whole approach with current holders of his potential new role. This allowed N to clearly see what is expected of him and help him to decide his next steps.
With a pause for some reflection N decided to ‘go for it’ and an action plan was prepared in a third session. Ongoing support was provided through to the successful panel interview.
The Outcome
After just 3 coaching sessions N could see and feel a huge change in his performance potential. Not only did he increase his self assessment of his performance by 100% – reassessing his performance and potential from 4/10 to 8/10, but he assessed this potential and performance as 8/10 in the new divisional director position!
This personalised approach was so effective for N that his behaviour rapidly influenced the performance of his team. Significantly, several of N’s senior colleagues and peers had noticed the ‘sea change’ in him. His Director subsequently requested his own coaching programme. The process also significantly affected the Mentors who considered similar approaches for some of their own staff.
The Big Blue Box Ltd 