CFO, Global Security Company

CFO, Global Security Company

Prior to beginning a six-month coaching program, this CFO of a global company with $3B in sales was viewed by her direct reports as creating “a toxic work atmosphere.” She was reported to lead, “through abusive fear-driven behavior and by using intimidating and demeaning language.” Since the CFO was of Indian origin, a cross cultural coaching component was incorporated into her leadership coaching program.

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Chief Medical Officer, Multistate Medical Corporation

This Chief Medical Officer is responsible for managing a multistate 400-member physician practice in the southwestern US. Two of the goals of the six-month coaching program were to increase the leader’s executive presence and work/life balance. At the conclusion of the coaching, the leader reported successfully taking “time away from the emails at night and weekends” and being “better organized, with reduced stress.”

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President, Global Manufacturing Company

This leader was a former SVP and National Sales Manager for a global manufacturing company, which was undergoing significant changes due to a disruptive business environment. During the past three years he had implemented yearly “down sizing” initiatives. He requested a coach from the HR department as he was having philosophical difficulty enacting a fourth round of lay offs. Realizing he could not continue, the leader resigned from the company after four months of coaching. Valuing the coaching relationship, the leader hired the CLC Coach as his career transition coach.

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College Dean With HR/Employee Litigation

This Academic Dean was responsible for credentialing of a new college within one of the nation’s largest university systems. She recently had two employee complaints brought to the university’s Human Resource Department. CLC was asked to partner with her to enhance her relationships with colleagues by developing her interpersonal skill set.

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Senior Director, Global Security Company

This leader of Italian origin lives in the Southeastern US and is Senior Director of Accounting for the Latin American Division of a Global Security Company. She requested coaching due to having significant issues aligning the cultural norms of her native country to those of Latin America. Contending with this cultural dilemma while at the same time reporting to her demanding CFO of US origin made her situation even more difficult. Using a cultural assessment as a framework to gain perspective, we explored the cultural norms of the different countries.

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Physicians Of Non-US Origin Practicing In The US

This surgeon of Russian origin is working in a very rural farming community in the US. His OR team reported issues regarding his treatment of them during times of stress. He was reported as being disrespectful by “speaking in a condescending tone of voice, stomping his feet and grabbing the arms or hands of nurses.” Interestingly, most of the OR staff did not believe he was knowingly being rude. Human Resources initiated a six-month coaching program in conjunction with a Performance Improvement Plan.

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Senior VP, Global Pharmaceutical Company

After the CLC Coach had coached the SVP for three months, she requested a team-coaching program for her Senior Leadership Team. Her goals were to improve the team’s cohesiveness and communication. During a 2-day kick-off program, this 18-member team formulated a Team Charter and a detailed four-month plan to meet their goal of increasing sales by 20%.

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Hospitalist Teams

This Hospitalist team consisted of 18 Hospitalists, 2 Nurse Practitioners and 2 Administrative Assistants. CLC was asked to coach the Hospitalist team, as their patient satisfaction scores were below the 50% mark. During his coaching of the Chief Hospitalist, uncovered significant issues among the Hospitalist team members.

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Succession Planning, Construction Company

The owner and leader of this twenty-year old multi-state specialty construction company wanted to retire and transition ownership to the four members of his Senior Leadership Team. The SLT members were the financial manager, who had been with the company from its inception, and the owner’s three children, who had worked for the company from 7-12 years. A four month coaching program with the owner discerned his motivation and desired outcomes for the ownership transition.

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Senior Director, Global Security Company

This leader of Italian origin lives in the Southeastern US and is Senior Director of Accounting for the Latin American Division of a Global Security Company. She requested coaching due to having significant issues aligning the cultural norms of her native country to those of Latin America. Contending with this cultural dilemma while at the same time reporting to her demanding CFO of US origin made her situation even more difficult. Using a cultural assessment as a framework to gain perspective, we explored the cultural norms of the different countries.

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CEO Global Manufacturing Company

This leader’s company was recently purchased by two venture capitol companies: one based in China and the other in the US. CLC was hired to work with the CEO to assist her in being more strategic in working with the Board of Directors. Since the board was composed of both Chinese and US nationals, a cross-cultural coaching component was incorporated into the coaching program. The leader was highly successful as evidenced by the following:

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President/CEO, Global Manufacturing Company

This leader was hired from outside of the company by the Board of Directors with the five-year goal of increasing sales from $500M/year to $1B/year. The employees of this century old company met the leader with extreme resistance due to the changes he instituted. The employees thought the leader “valued the processes and results more than the people.” The goals of the coaching program were to enhance the leader’s interpersonal and emotional intelligence skillsets to better connect with those he was leading.

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