Feb 28 2017
The head of a regional division of a global services firm wanted to advance senior managers onto the regional leadership team, to provide fresh impetus and a succession plan. He had identified one particular candidate and wanted to give them the maximum opportunity to achieve success.
The nature of this business required an extensive process for leadership promotion. One candidate was an excellent technical specialist and Leaders’ human-data insights demonstrated the extent of their expertise. However, the insights also showed that they would struggle to engage well with the extensive promotion interview process and that confidence, influence and presence were all potential areas of struggle for the candidate.
We spent time with the regional head to understand the critical elements that contributed to his desire to sponsor the candidate through the selection process. These centred around risk processes that would enhance the quality of business and revenue streams.
The candidate then took two psychometric assessments, enabling us to identify their core strengths and blindspots. We then provided a coaching framework, challenging and supporting them to expand their human-interaction skills. This comprised raising their self-awareness, establishing new habits to interact more effectively with their team, identifying a vision for them personally and for their area of business and, crucially, articulating that vision succinctly and with presence.
We enabled the candidate to view the big picture - the wood - as well as the trees, drawing out their ability to articulate this with confidence and clarity.
After a short period of coaching, the candidate successfully passed selection and was promoted into a senior regional role.
Their ability to motivate their teams improved, consequently, they soon achieved more impactful results.
The promotion required the candidate to find ways to reallocate some of their managerial work. As a result, they initiated a regional-wide change in process that engaged one branch far more efficiently in allocating project work. These changes released several senior people across the firm into higher-value activities.
The candidate quickly implemented the risk strategy that had formed a core element in their selection process, with high impact. Notably, this identified potentially high-risk scenarios in one of the firm’s divisions, so any problems were remedied before they escalated.