Sector: | Biotechnology |
Company: | Fortune 500 Biotech Company |
Talent: | Newly Promoted Team Leader/Manager |
Julian of Biotech Co was recently promoted to manage a large service team. New to this position, Julian was doubtful of his capabilities to effectively lead his new team and was struggling to build effective and trusting relationships with his new line managers and direct reports.
When Biotech Co approached GloCoach for help, we formed a 360 Team and performed a pre-coaching assessment to get a baseline perspective of Julian’s situation. This included a Pre-Coaching Discovery interview with Julian, feedback from each of his 360 Team Members, and a personality assessment. Our goal was to understand his challenges from a holistic view, taking into consideration feedback not only of Julian, but of his line manager, peers and HR manager. Here’s what we uncovered:
Program: | Leadership/Management Coaching |
No. of Session: | 12 Sessions ( 18 Hours ) |
Type: | 1-on-1 Online |
With the data collected from Julian’s pre-coaching assessment, the GloCoach MatchStar algorithm identified Tony and two others as the best fits for Julian. A “chemistry call” was arranged with the coaches, after which Tony was officially selected by Julian and his line manager to begin Julian’s GloCoach journey.
In the first session, after brief introductions between both parties, Tony dug deeper to understand more about Julian’s current challenges. They examined the situation from all angles, taking into account the feedback from Julian’s 360 Team. At the end of the session, they reach consensus to focus on 3 SMART goals to surmount the challenges he was facing:
To increase coaching retention and effectiveness, assignments were given to Julian by Tony after each session. These were just as important as the actual coaching sessions as they were used to keep Julian conscious of his challenges and stimulate him to think critically and reflect on actions/methods applied.
At the end of the 12 sessions, Bowen had shown significant improvement and progress towards all three goals. According to Bowen’s line manager, he noticed Bowen’s change in management style, and further encouraged him to spend less time on the “tactics” of managing the department versus providing “strategic leadership and vision” to the team. He specifically noted that Bowen’s improved leadership capacity has affected a significant improvement in the department’s overall performance.
Competency at Start |
Competency at Finish |
Julian was able to clearly articulate his own personal brand, and began projecting it through the organization. This had an almost immediate impact on his confidence, which also enabled him to build trusting relationships with his team. He began to use newly-learned coaching techniques with his team, which enabled him to achieve both his goals and improve team performance. With his team behind him, his department became one of the most valuable in the entire company. This had a reinforcing impact on his confidence.
Competency at Start |
Competency at Finish |
Tony mentioned throughout the program that Julian gradually broadened his views of leadership. He evolved from being a purely KPI-driven manager to thinking first about the long term goals and objectives of his team as a whole and how to add short-term goals step by step. As he practiced it more and more, he was able to project his vision with far greater clarity. Ultimately, he was able to define, project and achieve the strategic “helicopter view” of his department.
Competency at Start |
Competency at Finish |