A Leadership Coaching Case Study: Shifting Mindsets, Building Practices, Improving Performance

John B. Lazar (John B. Lazar and Associates, Inc., USA)
Copyright: © 2020 |Pages: 293
EISBN13: 9781799865926|DOI: 10.4018/978-1-7998-3673-5.ch015
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Barbara, Manager of Talent Development for a business-to-business sales operations outsourcing company, was badly underperforming. Her manager had received complaints about the quality of her customer service and collaboration with peers. Her manager endorsed coaching to improve critical skills and related performance. Barbara enthusiastically accepted the chance to be coached. Client and coach co-designed an individual development plan with goals. The client completed self-assessments and the coach structured 360 interviews and debriefed the data. Client and coach refined the development plan and goals. Coaching calls were held regularly, with learning assignments made and regular reviews done for progress, challenges, and lessons learned. Overall, the client progressed in several emotional intelligence skills, delivered better customer service, and collaborated better. When reassigned to an individual contributor role, she adapted well, led, and contributed to two critical projects.
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