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Financial Services

Altering Perceptions

Following the successful conclusion of a secondment within a renowned UK business, a senior professional secured a promotion within his former business function. The individual and his boss identified that his return would necessitate a period of adjustment and also critically, a need to carefully address a number of weaker aspects of his skillset, If these were not successfully resolved, the new role would leave these greatly exposed.

Whilst the professional was well known for his intellect, quick thinking, fast acting and bold behaviours there was a concern he did not consult adequately with others. Neither was it felt by peers and juniors that he made time to ‘check -in’ to ensure everyone was on-board with any proposed action or plan.

It was also felt that the professional moved at such a pace, he did not always take into account all of the pertinent detail before making important decisions. As a result, he had gained a reputation for being too ‘quick off the mark’ and ‘acting without the full facts’. Both views led his new peers to immediately question his effectiveness in delivering tangible well thought out ideas.

Impact of Coaching

Through coaching, the professional came to realise the source of his fast thinking and actions and to realise the effect it was having on his career and reintegration to the team. He came to see that while people admired his intellect, they feared his fast pace of operating and doubted his ability to grasp the detail sufficiently. All of which created distrust in the team.

Following 8 x 2 hours, one to one coaching sessions over a period of eight months, he challenged his thinking, slowed down his pace of working and developed a more considerate approach to others. He took time to explain himself clearly rather than assume everyone was on board. He ‘actively listened’ to other views, explored concerns and invited feedback. He started to adapt and change actions and / or plans to accommodate other people’s requirements. As he learnt to invest more time in planning out his ideas and seeking input from others prior to making any changes, his interpersonal and people management skills improved dramatically.

Both the individual and his boss reported a marked improvement in his effectiveness; he successfully reintegrated, won respect and trust of his colleagues and is now a core member of the business function.