PROMOTION CYCLE
Max was a high-performing, ambitious consultant beloved by his clients. His management team, despite the business he brought in, wasn’t so in love. Why not? Max’s internal communication style was so at odds with cultural norms that he was always in the outside circle. He was continuously passed up for promotions… and was close to taking his talents elsewhere, an outcome nobody wanted.
This was a case for going deep. By guiding Max to places of emotional vulnerability, we identified the underlying reasons why he was communicating so differently internally v. externally. We worked on shifting thought patterns, identified techniques to allow him to flex his style, and moved him to a place where, ironically, he could be more himself with his colleagues.
Fast forward just a few months, and Max’s internal interactions had shifted so radically that he was put up for (and got) a promotion. He’s now firmly on the partner track, and his company’s investment in this top-performer has never looked wiser.
This was a case for going deep. By guiding Max to places of emotional vulnerability, we identified the underlying reasons why he was communicating so differently internally v. externally. We worked on shifting thought patterns, identified techniques to allow him to flex his style, and moved him to a place where, ironically, he could be more himself with his colleagues.
Fast forward just a few months, and Max’s internal interactions had shifted so radically that he was put up for (and got) a promotion. He’s now firmly on the partner track, and his company’s investment in this top-performer has never looked wiser.
NEW MANAGER
Sergio was so good at closing deals that he was put in charge of his digital ad sales division. Not an uncommon story. The problem wasn’t uncommon either: he had never managed people before and had no idea how to do it! With his fast-moving org not offering internal training, Sergio had to wing it… and quickly started to alienate his team.
I ran him through a Manager Crash Course: communicating with clarity, delivering and receiving feedback, delegating, running collaborative meetings, coaching a diverse team, and more.
Through progressive learning, safe-space role plays, and targeted real-world practice with his team, Sergio got the tools, feedback, and confidence he needed to rapidly (<90 days) come into his own as a manager. Now he’s leading his team beautifully, nurturing the next generation of stars… and driving significant YOY growth at his company.
I ran him through a Manager Crash Course: communicating with clarity, delivering and receiving feedback, delegating, running collaborative meetings, coaching a diverse team, and more.
Through progressive learning, safe-space role plays, and targeted real-world practice with his team, Sergio got the tools, feedback, and confidence he needed to rapidly (<90 days) come into his own as a manager. Now he’s leading his team beautifully, nurturing the next generation of stars… and driving significant YOY growth at his company.
LATERAL HIRE
Diana was a senior finance exec who had recently changed firms. She was focusing so much on supporting her team members’ growth opportunities that she started receiving feedback that management wasn’t seeing enough of her. Was she hiding? Did she, they wondered, oversell herself?
Rather than trying to change Diana’s leadership philosophy (she loved empowering others, and it worked) we took a two-pronged approach: We worked to get her more comfortable being the focus of attention (by reframing the entire experience) while also finding tactical ways to optimize her face time with leadership.
With a lot of work both in and outside of our sessions, Diana found her way. And when her first review came up just after her one-year mark, all signs pointed to yes. Her team was thriving, Diana had grown as a leader, and management had confidence that she could lead this division into the future. In fact, she's hiring....
Rather than trying to change Diana’s leadership philosophy (she loved empowering others, and it worked) we took a two-pronged approach: We worked to get her more comfortable being the focus of attention (by reframing the entire experience) while also finding tactical ways to optimize her face time with leadership.
With a lot of work both in and outside of our sessions, Diana found her way. And when her first review came up just after her one-year mark, all signs pointed to yes. Her team was thriving, Diana had grown as a leader, and management had confidence that she could lead this division into the future. In fact, she's hiring....
