The Charge: Maximize the effectiveness of a long-term executive with low self-confidence
A 30-something executive with a seven-year track record of success
The executive was experiencing boredom, feeling under-appreciated, and looking for a way out or a way to be more fully engaged. He was also overworked but reluctant to outsource work or hire someone under him fearing that his image might be affected.
A strengths assessment put the coach and client on the same page in terms of what contributions could be made in the company that would make it attractive for the executive to stay. A new strategy was devised for the executive to make his voice heard. This replaced his default strategy, which was to appease others and lay low. Risk aversion was identified as the major barrier to personal satisfaction and maximum contribution, and another strategy was designed to work through fear-inducing situations.
The executive asked for and got a long overdue promotion. He also asked for more headcount and got that. He was then in a position to delegate work and, in doing so, freed himself to take a strategic role on the executive planning team, to which he was coincidentally invited. He stayed in his role, became a pivotal player when a crisis struck the company and enjoys ongoing success.