One experience that stands out involved coaching the head of legal at a Fortune 100 company facing a significant organizational change. The leader initially resisted involving his team in strategic discussions around the change, worried it might complicate or slow down the process. He preferred to outline the strategy and expect his team to follow suit with minimal or without input, causing low engagement and a lack of buy-in from his team. To address this, I focused on helping him see the benefits of a more inclusive approach. I used a coaching strategy discussing the value of transparency and trust in leadership, showing examples of team involvement leading to better outcomes. I proposed a hands-on, facilitated strategy session where his team could contribute, which allowed him to test this approach in a low-risk environment. The outcome was transformational. During the strategy session, team members voiced their ideas, concerns, and suggestions, which led to a stronger, more cohesive plan. By the end, the head of legal was highly impressed with the results and became the strongest advocate for team engagement across the senior leadership team. His newfound openness inspired other leaders to adopt similar methods, leading to increased engagement and a more energized, aligned organization. This experience underscored the importance of sometimes taking calculated risks with new leadership approaches and the power of trusting in and effectively engaging with your teams.
I once coached a leader who was struggling with team morale and engagement. The team felt disconnected and unmotivated, especially as workloads increased and deadlines tightened. The leader, while highly competent, tended to focus solely on project execution, unintentionally neglecting the team's need for support and recognition. This was creating friction and low morale, affecting both productivity and quality. My approach began with helping the leader develop a more empathetic leadership style. We worked on active listening skills and the importance of checking in with team members individually-not just on tasks, but on their well-being. I also encouraged the leader to implement small but consistent recognition practices, like quick shoutouts in team meetings and weekly email acknowledgments for standout efforts. Over time, the leader noticed a shift. Team members became more open and proactive, and overall engagement improved. Productivity rose as well, as people felt more valued and motivated to contribute. The outcome was a stronger, more connected team culture and a leader who grew more adept at balancing results with empathy. This experience underscored the power of relational leadership in overcoming team-based challenges.
As the global lead for a major product at a very large company, I once worked with a highly skilled technical manager in our offshore development center, who faced a critical challenge: his team was growing increasingly dissatisfied with his leadership style, to the point where morale was at risk. Feedback from engineers and other team members indicated they felt stifled under his management, with many expressing frustrations over his constant oversight and insistence on micromanaging their work. His in-depth technical knowledge of the product, had created a dependency that hindered his ability to delegate effectively, leading him to handle every detail himself and often working late into the night. This situation was impacting team productivity, engagement, and his own well-being. To address this, I first conducted a candid conversation with him. While he was a brilliant manager with extensive product knowledge, he had to recognize that his management style was causing strain. This conversation was tough, but necessary, as he was initially reluctant to see his actions as problematic. I outlined specific areas for improvement and gave him direct instructions to reduce his micromanagement and place more trust in his team's capabilities. We began weekly one-on-one coaching sessions focused on time management, delegation, and strategic thinking. During these sessions, I modeled effective delegation by demonstrating how to set clear expectations, assign accountability, and measure progress without constant oversight. Over time, he embraced a more empowering approach, learning to let go of details and trust his team to take ownership of their work. By adjusting his focus toward higher-level issues, he not only improved his management style but also grew into a more effective leader. Within six months, his transformation was noticeable. The team's morale improved, he was promoted, and he continued to develop into an outstanding manager. This growth was so impactful that when I moved to a different team, I was able to confidently recommend him as my successor. This experience impressed upon me the power of coaching to unlock potential by guiding leaders to see beyond immediate tasks and embrace a strategic, trust-based management style that fosters both individual and team growth.