Case #1: Leading Global High Tech: Peak Performance
A senior executive at a global high tech organization has recently
been promoted. He has aggressive sales goals, and is concerned
about how to get his new team performing at the needed level.
Executive coaching and team development supported the peak performance
program that delivered results.
Problems the client brought us:
Victor was recently
promoted to a senior VP position. This position had major
visibility internally with directors as well as externally
with customers and the press.
He wanted a sounding
board that was objective. He wanted to navigate the political
waters better.
Victor had strong
technical and people skills, but felt he wanted more skills
to be effective at this level. Specifically he wanted to
increase performance of his leadership group and their teams.
His team had
very aggressive (hundred million $$) goals. He wanted to
make sure he had the performance to attain those goals.
Victor thought
he wanted some team building to increase performance.
Big Picture Perspective Approach:
We did a complete
organizational assessment to determine where the strongest
leverage would be to increase Victor's performance.
Victor immediately
began executive coaching. Approach was appreciative, respectful,
and designed to increase Victor's executive presence.
Victor's leadership
group was put through a series of individual and team development
exercises on Peak Performance. Using timeless peak performance
principles, we increased the team's self awareness and their
ability to self monitor under pressure as well as to create
collaborative processes to increase team performance.
Cross-functional
processes were assessed and modified to better align with
corporate and division objectives.
Metrics were
adjusted to reflect the need for both team and individual
performance.
Results to date:
Victor's executive
coaching created subtle yet powerful changes in his influence
and negotiation skills which quickly increased his effectiveness.
He learned how to skillfully approach the executive team
and provide value quickly, therefore achieving his goals.
The leadership
group began to appreciate the negative impact of their individual
hero focus and then started to collaborate more on cross-functional
areas of performance. An ongoing cross-functional team meets
regularly to address cross-functional concerns.
Victor met his
quarterly metrics for the organization, in spite of a significant
downturn in the technology sector. His group was one of
3 groups out of 12 that met quarterly targets in light of
the economic downturn.
Ongoing:
Big Picture Perspective
continues to do executive coaching with Victor and two of
his senior staff members.
Big Picture Perspective
continues to work with several cross-functional teams that
are re-designing how they work for optimal quality in a
culture that is speed obsessed.
We customized
audiotapes and an E-zine to remind the team of what is important.
A quarterly team
development meeting is scheduled.
