Strategic Coaching
Gain Leadership Skills: Thrive, Don't Just Survive

A leader in a department consisting of 90 employees receives a mandate to manage a 300% increase in staff and to lead an unprecedented organizational change. She feels unready to take on the level of responsibility thrust upon her.

Initial goal
The leader's only interest is to survive.

Gail Fisher discusses with the leader key aspects of her personal, professional, and organizational life. Together they review the demands on the leader and divide them into 1) demands that can be easily met, 2) issues that require insightful solutions, 3) issues the leader believes are impossible to address.

Conversations revolve around the self-limiting interpretations the leader is bringing to her new tasks. Ms. Fisher points out that as the leader's influence has expanded so has the level and number of staff she directs. The leader recognizes she had attracted the attention of senior staff as a result of her growing assurance, and had earned their trust.

By understanding and exploring both her strengths and what is difficult for her, the leader begins to focus steadily on the work that needs to be accomplished. She shows compassion for her co-workers' tribulations in the process, and her staff and colleagues recognize her sincere interest. The leader recognizes that change is occurring collaboratively. She finds she is thriving, not just surviving.

Consulting Services
Case study in Strategic Coaching
Services Overview
Human Enterprise Development
Organizational Change
Conflict Resolution
Strategic Coaching
Collaborative Group Interventions
Case Studies
© 2004  Resources for Change.  All rights reserved.