Emergence of ideas and potential, mobilizing talent
Corporations need to transform themselves in order to adapt and evolve with their markets.
Customized leadership programs, team coaching – from the board to project and operational teams allows companies to:
The aim is to generate more autonomy, more recognition of talent, more motivation to be able to get collective intelligence, the only way to forge solutions for the complex problems that lie ahead.
4 Coaching Cases
The CEO of a major American corporation, along with his staff, announced his annual tour of all the European subsidiaries for the mid-year review. In France, the Sales Director had to be fully prepared. All of his strategy was going to be closely examined. His team was mobilized to provide the right numbers, the arguments and forecasts for the coming year.
This French director had only been in his position for a few months. The CEO had fired his predecessor, so he knew he had to be convincing on his new orientations and potential, segment by segment, for the next meeting.
Leading up to the mid-year review with intensive sessions, James DILLON helped the director add tonus to his presentation, highlighting key points. He especially knew how to get the director to let go of his Powerpoint slides to create a constructive discussion in a climate of confidence.
The Director was congratulated by the CEO. His dynamic presentation was immensely appreciated and his strategy was accepted. On a personal level, he said, “I really got a lot out of this experience.” Following his Review, his company grew at an impressive rate in France.
Result: 21.742 million Euros 10.500 million Euros in profits
An experienced airline pilot went through the selection process to become a pilot for Air France. After succeeding with all of the aptitude and technical tests, his application was turned down because of a particularly biased psychological evaluation. In spite of all the hours he had logged as a pilot, the verdict could not be appealed. Disappointed by this failure, he decided to be a candidate the following year and to be accompanied by a coach.
During his coaching sessions, he was able to overcome his anger and frustration. He also became more aware of how to present himself in terms of the selection criteria. In particular, he remembered different critical situations when he had shown his ability to remain clear-headed in the cockpit. He realized that he possessed exceptional self-mastery when he had faced emergencies during landings.
He was selected the second time and obtained the status of pilot for trans-Atlantic flights for Air France.
Salary at the beginning of his career with Air France: 4000 Euros per month, with a potential of 15000 € per month by the end of his career.
The European Sales Director for a sporting goods company realized that his career was stagnating and he didn’t see much opportunity in his company for promotion.
Coaching allowed him to evaluate his situation, especially to understand his personality and certain aspects of his character that may have blocked him from executive job offers. Very attached to his values, he lacked diplomacy and showed his anger when his superiors didn’t share his point of view. He considered that the time had come to explore his potential as entrepreneur and to look for for international opportunities. He was careful to analyze different options. Then he invested his own savings and created a start-up. Coaching allowed him to measure his risks, both for himself and his family, and to prepare his business plan.
He has since become CEO of a company with a capitalization of 4.74 million Euros.
The multinational corporation in consumer goods decided to diversify by setting up a new business unit for luxury brands. The spirit of the managerial team had trouble adapting to this change. Employees soon returned to old behaviors and attitudes that were the norm for the head company, summed up by the formula, “Look out for N° 1.”
Results did not meet the ambitious goals set and it was time to review the initial strategy. A new Executive Director was named to re-focus the unit and to improve results. He was especially attentive to finding new ways to motivate his team and to manage them differently. He did not call their business skills into question, but he hoped to give them the taste for real, sustained cooperation and collaboration.
Between sessions with Mr. DILLON, he launched informal spaces that were expressly dedicated to creative exchanges. During meetings, he encouraged his teams to replace the expression “feedback” by “feed forward”. In other words, he challenged them to add value to an idea or proposal instead of immediately finding fault with it. He introduced “games” co-facilitated by James Dillon, inspired by Agile techniques.
The Director decided to use story-telling techniques. He cited successful examples that expressed corporate values. He became more adept at giving signs of recognition to different collaborators for their contributions.
The team’s way of communicating totally changed. Collaborators were stimulated and creative, used to working in a cross-functional way to share their best practices. Gone were the days of distrust and withholding new ideas.
Accreditation EMCC (European Mentoring & Coaching Council).
Accreditation ICF PCC (International Coach Federation, Professional Certified Coach)