With commercial experience as an MD, SD and GM for a FTSE 100 tech company, Mike has worked closely with CIOs and their senior teams. Coupled with his 7000+ hours of coaching experience, he was able to offer his client the benefit of having ‘sat in the seat’.
Initially Mike took time to understand the coachee’s mindset, find out what he’d tried and what had and hadn’t worked, his drivers and motives. He looked at past 360 degree feedback, focusing on the key stakeholders who were likely to determine his success in becoming the next UK CIO.
Mike and the coachee agreed what ‘great’ looked like, creating a gap analysis based on both the coachee’s view and stakeholder input. All three parties involved – the coach, coachee and line manager, agreed to these objectives, the measures of success and what the stakeholders would see.
During the coaching programme, Mike looked at examples of the coachee’s current patterns of behaviour, magnified their implications and impact and then worked with him to identify new actions and behaviours in order to move from ‘good’ to ‘great’. Throughout the coaching programme, they looked for evidence of progress, the blockers and the realities, whilst building on the headway made to develop his ‘brand’.
Mike achieved a good blend of support and challenge and held the coachee to account when he committed to actions.
- the coachee reported that he had enhanced his personal performance by 100%
- his team’s performance grew by 70%
- his line manager said he had grown in self-confidence and self-awareness and he had already achieved some significant results
- the business reported on the increased business value the coachee delivered, a perceived historic weakness
- his line manager noticed an improvement in credibility demonstrated when the coachee was within the board environment
- the coachee was identified by the incoming CEO as someone they wanted to give more scope and responsibility to