Lead | Coaching an executive about personal impact

Client

Executive in an international manufacturing and repair business.

Focus

The MD of the business was concerned about the behaviour of one executive who was described as behaving uncharacteristically defensively.  Aggressive outbursts had happened with individuals and at team meetings. His colleagues described him as arrogant. The MD had talked to the executive and the HR Director – all agreed that coaching was the preferred option.  They also recognised that they wanted a coach with experience of facilitating complex behaviour change. We were approached as they knew of the clinical psychology backgrounds of the consultants.

Formulation

Work began with the executive and facilitator jointly tracing his personal and work history. This process helped clarify:

• The precursors to his difficulties – what events were important
• Understanding the problematic behaviours and their triggers
• Gathering information about lifestyle and natural preferences to underpin the coaching intervention

The Intervention

Four three hour coaching sessions were held over a period of four months. The facilitator and executive worked on:

• How to control his physiological reaction when angry
• Identification of trigger emotions
• Emotional regulation techniques
• Making sense of what was happening including tracing this back in his history
• Understanding how personal rules and values can drive behaviours and how reality testing can help overcome them
• Alternative communication styles ( both verbal and non verbal)
• Relationship building strategies with people who had been affected by his behaviour

These meetings were supplemented with guided reading and regular email and telephone contact.

Outcomes

Feedback from closest colleagues was unanimous in seeing positive change. The Executive could also see change. The key feedback was:

• The Executive was more able to deal effectively in a particular relationship where previously he was defensive and aggressive
• He was able to deal openly and constructively with his emotions
• His behaviour was seen as more controlled and collaborative in team meetings particularly in demanding situations