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Jeff Cohen quote

The Performance Leader in You

When I created this website, I discovered something that you might already know: Launching a website is, in some ways, similar to the work of becoming a great leader. For one thing, the work is never done. One minute you are a highly capable leader, the next it is clear you are developing, and at other times facing previously unseen challenges, you feel like a beginner again. Create a website that looks great one minute, and seemingly in a few short months it has fallen out of date. The Performance Leader remains focused on developing the new capabilities for today and tomorrow's challenges. The same can be said for a website. You produce the copy, partner with designers and programmers and get it up for all to see. And then stay willing and able to continuously improve.

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Leadership Coaching Team Building Meeting Design & Facilitation Other Capabilities
 

Cases:

 
Need: Leadership Coaching & Team Effectiveness
  • Recently promoted team leader of rapidly growing, flagship brand, was struggling with the jump in scale and scope of the assignment, finding motivation triggers of his key direct reports and dealing with average performers

Response

  • Utilize company-delivered leadership program with feedback on management style and climate to create baseline leadership picture for team leader
  • Coaching sessions — develop a picture of needs for and demands on team leader’s time, prioritize key result areas, develop action plans to leverage the team leader’s time and experience
  • Utilize Myers-Briggs to help leader understand why they do what they do and develop new strategies for connecting with both high and average performers
  • Full team offsite, using pre-meeting team effectiveness questionnaire to identify top areas for improvement. Using structured breakouts, teams develop recommendations and action plans
  • Development of short and mid-term goals for team leader, his people, team and business. Develop a communication approach to link various efforts to create a consistent change story

Result

  • Team leader and management report greater impact
  • Line clients recognize improvement in team’s strategic plans and tactical support
  • Promotion of team leader

 

Need: Executive Coaching

  • Senior leader has taken over Area responsibility for a top pharmaceutical company. His new direct reports’ strong desire for personal development has caused him to consider how his style needs to change to meet the demands of the new position, his new reports and his new boss.

Response

  • 360º data collection using new company developed behavioral questionnaire
  • Personal development plan built and tested with boss
  • Leader prepares for and conducts 1:1 debriefs with each direct report and provides feedback for their development planning.
  • Ongoing coaching (monthly) for 12 months

Follow-up

  • Re-survey / interviews of key direct reports resulting in updated development plan

Result

  • Leader uses a broader, more effective repertoire of responses with his people and is evaluated as consistently exceeding performance goals
  • Calendar analysis shows a more strategic and purposeful use of time
  • Development of top talent in the Area is seen as both initially successfully
    and having additional potential for adding value

 

Need: Executive Coaching

  • Senior executive in a mid-size firm is slotted for CEO succession if she is able to develop a leadership approach that builds consensus and commitment and successfully empowers other senior leaders

Response

  • Select interviews to identify strengths and areas of development
  • Six months of twice monthly coaching conversations focused on understanding critical issues, deconstructing proposed approaches and developing new insight on how to lead other senior executives and guide the evolution of the company’s culture

Result

  • Other executives report the leader’s style has successfully evolved
  • Client has succeeded to the CEO position

 

Need: Executive Coaching & Team Effectiveness

  • VP of Sales and Marketing for a start-up pharmaceutical company was struggling to develop a concise operating style commensurate of other top managers

Response

  • Develop understanding of current state through interviews of the senior management team
  • Clarify development needs with manager, turning interview data into hypotheses/action plan
  • Top team offsite focused on charter, agenda, way of working, role clarity, 100-day plan Weekly coaching sessions focused on analysis of recent experiences and preparation for upcoming events
  • Introduction of tools and techniques in influence, strategy, presentation and communications

Follow-up

  • Quarterly session with learner and manager to evaluate progress and address recurring issues

Result

  • VP has rebuilt credibility with CEO and COO
  • Key stakeholders report substantial improvement
  • Cross-functional alignment improved

 

Need: Leadership Team Effectiveness & Leadership Coaching

  • Help a new country manager, taking over a traditionally run $500 million dollar business, develop an enhanced leadership style that better enables performance and supports culture change

Response

  • Interviews of top team members with team role diagnostic
  • Ongoing coaching (2x month) for 6 months, follow-up monthly coaching
  • Offsite focused on top team goals and organizational mission

Follow-up

  • Annual follow-up offsites (3 years) focused on role of top management team, efficiency and effectiveness of group contribution and on talent planning
  • Continued observation of country manager in management situations supplemented by phone and face-to-face coaching sessions

Result

  • Leader is now considered a seasoned country manager and ready for next assignment
  • Leadership team has been turned over while achieving top IBA in region
  • New management leadership approach fully embedded in culture

 

Need: New Leader and Leadership Team Effectiveness

  • Expatriate country manager needed support in understanding the local and business culture and in driving change and preserving business growth during an acquisition

Response

  • Develop understanding of current state through interviews of the senior management team and through use of existing climate survey data
  • Coaching of country manager - turning interview data into hypotheses/action plan
  • Top team offsite focused on charter, agenda, way of working, role clarity, 100-day plan and building relationships that sustain performance
  • Regular coaching discussions to examine the leaders actions and results, the gaps and the learning and needed next actions

Follow-up

  • New data collected followed by top team offsite to update charter, integrate new members, develop decision-making clarity, develop and work integration punch list

Result

  • Country Manager reported increased confidence in his people as well as improved receptivity to the vision of the new organization.
  • Top team members felt heard, issues were put “on the table” and action plans were implemented
  • Top and bottom line continued upward trend. Regional VP showcased the process

 

Need: Leadership Team Effectiveness

  • After an acquisition, co-leaders of the newly configured European leadership team of a major pharmaceutical company needed to either get improved performance from their working group of direct reports or discontinue or greatly limit regular meetings

Response

  • Develop understanding of current state through interviews of the senior management team and create a point of view on the potential contribution of the working group
  • Conduct a 2-day offsite:
  • Create a new, highly focused charter, agenda, and operating norms, clarify difference between a real team and working group
  • Apply the agenda and norms to normal business and evaluate

Follow-up

  • Facilitation of next 4 meetings, focusing on agenda creation, meeting preparation and group process. Identification and launch of sub-teams
  • Adjustment of agenda and meeting process after 6 months of experience

Result

  • Leadership team is seen by HQ management as more performance oriented and more strategic
  • Team members describe leadership team meetings as bringing real value to their business

 

Need: New Leader & Leadership Team Effectiveness

  • Cross functional pharmaceutical Sales and Marketing team needed to coalesce around a new leader and design and implement a business culture change (moving the culture from entitlement to performance)

Response

  • Develop understanding of current state through interviews of team members and review of existing climate data
  • Management team offsite to design a broadly enrolling change process. Offsite culminated in an “all leaders” session where top team members led the larger group in launching the change effort
  • Monthly coaching calls to solidify learnings in offsite

Follow-up

  • Consultation with team and team leader on strengths and areas of weakness on the management team
  • 2 day offsite focused on developing a new vision for the business, shared top team goals, a revised set of operating norms and a deeper understanding of different styles and how those styles impact the productivity of the top team

Result

  • Top team has coalesced and is working more efficiently and effectively
  • Business performance has improved (due to many factors, including this work)

Need: Design and facilitation of senior leader meeting with participants from the US, Latin America and Asia/Pacific

  • As the business was moving from the turnaround to growth phase, the executive wanted to bring his country managers together to set a new way of managing, gain input on strategy and goals and promote business-focused collaboration across geographies

 Response

  • Introduce learner-focused methods for reviewing and improving strategic focus and goal clarity
  • Minimized talking-head, information only presentations
  • Minimized limitations for participants working in English as a second language
  • Created workshops that produced significant business-enhancing ideas and specific action steps
  • Facilitated the meeting so that the executive remained in charge while encouraging transparent dialogue on sensitive issues

  Follow-up

  • Post-meeting action plan with clear communication to participants
  • On-going coaching of executive on implementation of new way of managing

  Result

  • Top rated meeting
  • Significant improvements to strategy and goals
  • Significant ownership built in field management

 

Need: Design and facilitate a year-beginning meeting for Country Managers where the Area President and CEO were newly installed

  • With a significant number of new country managers, the Area President needed a meeting that broke through existing cynicism, successfully and practically launched the new vision for the business and triggered deep and productive conversations on critical business issues

Response

  • Partnered with design team to clarify goals
  • Created innovative method for describing the desired business future and launching the new vision
  • Engaged CEO’s speech-writer and helped to create compelling, tightly linked and provocative CEO presentation
  • Utilized café methodology to advance conversations on critical issues
  • Facilitated meeting of 40 participants

Follow-up

  • Post-meeting action plan with on-going coaching of executive to insure action items were completed

Result

  • Country managers coalesced into a strong team.
  • Image and results of the business made a marked improvement with the meeting seen as a critical component to those results

 

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