Case 1

Mid-Level Manager
Seeks Next Level

James Carson, a 42-year-old division manager, boasted a solid track record for turning around failing divisions. He rose quickly through the organization acquiring a reputation as an effective executive. Yet privately Jim worried, “I know I’m good at what I do. But I don’t sense that the top leaders in this company see me moving higher in the organization.” Jim knew he possessed the talent to reach the next level of leadership. He needed something extra to push him over the top. However, his attempts to acquire new skills from various training programs failed to help him advance. So his goals remained:
• To connect with his people in a way that would inspire them to produce more.
• To acquire more of an executive presence and, hence, become more comfortable in his dealings with members of the company’s executive committee.

He found the solution with Individual Leadership Development. As he worked with his Change Masters coach, Jim realized a key benefit almost immediately: how our process reveals the differences between the way we see ourselves and how others see us– and how those perceptions can either hamper or accelerate one’s career track. Jim’s staff had the utmost respect for him and his knowledge of their business, but he was astonished to learn that they also saw him as aloof, controlling, a perfectionist, and hot-tempered. Jim commented, “I’ve been through many types of feedback, but this beats them all. It’s so honest… people were so candid. I’ve never heard this before.”

Watching replays of his videotaped coaching sessions confirmed the initial input. The tape revealed both the knowledgeable professional Jim, as well as Jim the controller. “No wonder my people clam up in staff meetings. If I saw this guy walk into a room on Monday morning, I’d wonder if my resume was up to date. I never knew how stiff I could be until I saw this. You know, it looks just like my father.”

As he identified his Perception Management Objectives, Jim chose to work on developing a looser style, as well as closer relationships with the people in his division. His new awareness enabled him to communicate trust and reinforce their actions while maintaining his expectations for exceptional performance. Six months later, Jim’s division produced dramatically higher numbers and he was promoted. Before starting his new position, Jim returned to Change Masters for a refresher session to further enhance his ability to motivate employees. He noted, “I know the moment I was tapped (for this promotion). I was at a party given in honor of my new boss. When he came up to me, I came across as confident and capable. I never sounded or looked so confident before. That night clinched this job.”

Case 1
Mid-Level
Manager
Seeks
Next
Level

Case 2
How a
Director
Became
More
Direct

Case 3
Succession
Planning -
Building
Executive
Skills on
Top of a
Strong
Technical
Base

Case 4
Strong,
Intelligent, Intimidating
Leader

Case 5
Dealing with Conflict and Holding
Others Accountable

Case 6
Grooming the Next
CIO