He was hired to run the manufacturing company. He had a stellar success record, turning around under-performing companies with his intelligence, strategic thinking and business acumen. He got off to a great start. Corporate loved him. But despite his success, complaints began trickling in from his staff. Some thought he was condescending. Others felt he never listened to them. Several said he was “aggressive and confrontational.” Many said he rarely provided positive feedback. A few were looking for new jobs, despite having been with the company for decades. Realizing the value of the GM, HR decided to invest in an executive coach to help him enhance his interpersonal, communication and management skills. The company hired Liebold.
Coaching began with a 360 Leadership Effectiveness survey. The 360 revealed the manager’s many strengths and areas in need of improvement. It also included comments by the people with whom he worked. When his coach provided feedback on the results of the 360, the manager was surprised. He had no idea he was perceived so negatively by many of his employees. He was shocked and dismayed, but, more importantly, ready to address his issues head-on with his coach.
After completing a series of leadership, interpersonal and behavioral assessments, the client met with his coach. The first day, the coach shadowed him in his work environment, observing him lead a meeting and interact with employees. The second day was spent one-on-one with his coach, reviewing the results of the assessments and determining coaching goals. An Individual Development Plan (IDP) was created which included coaching goals and strategies. Over the next six months, the coaching program focused on improving the client’s management, communication and interpersonal skills.
According to staff, within two weeks of coaching, there was a noticeable improvement in the way the manager was communicating with his employees. No longer did he reprimand staff in front of others. In fact, he seemed more positive and more appreciative of his team. As months went by, those who had planned to leave decided to stay. Work was more pleasant. The boss was more understanding and approachable. Although he continued to focus on the bottom line and expect the best from his staff, he was more personable, more collaborative and more supportive. Plant production continued to improve as did the team environment and camaraderie.