The Facts: Chief Operating Officer was transferred to an under performing division of a high-tech company. The strategy was established, but not executed. His team said they agreed with the direction, but their actions indicated they did not. The question he wanted to answer was “How do I work through people’s resistance to mobilize our organization in the needed direction?”

The Work: Our coaching “Quick Start” process helped him identify the areas were he needed to adjust his leadership style. This guided our 1on1 coaching work. Then we interviewed all members of the team to reveal their concerns (i.e. How can this new leader know what we need to do? What is wrong with the way we have been doing things? What is in it for me to help with this new direction?). We conducted a 2-day leadership team retreat to work through these issues.

The Result: The leader learned that influencing others requires more than authority position. He worked with each team member individually to show how their concerns can be met by going in the new direction. Greater rapport was developed. Team spirit increased. From a business standpoint, the organization was successfully re-organized to be leaner, more focused and more productive.