Coaching to Level Up

The Challenge

A woman (“Joan”)  who was promoted to an executive-level position at her company felt that she had extensive and deep subject matter expertise, but, according to her, she had no “experience, aptitude or interest in being a manager.”

The Approach

From Joan’s responses to the Intention Focus Questionnaire, it was evident that she had had poor managerial and leadership role models throughout her life.  She was “good at what she was good at” but wanted to leave the managing to others. Her coach engaged her in a line of inquiry and experimentation that led her to question her assumptions about being a manager.  This caused Joan to plumb the origins of her skepticism about leaders in her past and consider ways that she might be able to do things better.  She started by working closely with one of her subordinates, who eventually became a mentee.  Joan learned that mentoring is a linear process, which, at first, was hard for her because of her more technical background.  However, with time, continued focus and experimentation, she built a strong relationship with her mentee.

The Results

Joan has also been promoted again since starting with her coach (who she still works with to this day). She has become an effective leader, manager and a sought-out mentor at her company and views this as both a critical and rewarding part of her career.  Joan has also been promoted again since starting with her coach (who she still works with to this day). She has become an effective leader, manager and a sought-out mentor at her company and views this as both a critical and rewarding part of her career.