Success Stories
Thriving Experience
Your dedication to your role is commendable, and we understand that navigating the demands of your profession can sometimes be challenging.
When a health system erects a new building to house the staff and operations of a department, employees get excited about moving to a modern workplace with expanded facilities. They expect to see improvements in all areas of the business.
In reality, within the construction and relocation process, the physical plant usually has an expanding checklist of issues that the organization must prioritize and address in rapid succession. Processes, procedures, and operations need to change to accommodate the new space. Despite their enthusiasm for the transition, team members naturally feel a loss. When people who are asked to do things differently run into difficulty, they may wish their work environment hadn’t changed and would prefer if things returned to the way they were.
Team members experience even more stress when others complain about the new space and process. Although many staff members understandably feel that they need more people to manage in the new space, they receive no additional resources, so they must make do with what they have. Turnover increases, conflict between team members becomes more prevalent, and managers become stressed and look for solutions.
Working within this health system as an executive coach and consultant, Linda strove to understand the challenges and needs at every level and within each team. She then proposed options for Andrew and Leo, the director and vice president respectively, to consider. She worked side by side with these leaders to organize, co-facilitate and launch a departmental transition program. Together they brought out the best in each individual so that they could work collaboratively across areas of specialty. They fostered an environment based on principles such as:
Ultimately, they created a group experience for multiple teams that removed barriers and opened avenues for people to work together in small collaborative teams. The experience began with self-discovery and sharing at individual and team levels. The group was divided into small teams, each of whom received a set of challenges to review, prioritize, and own going forward. Individuals teamed up in small break-out groups to address priorities, determine ways of experimenting with changes and create action plans. Managers co-facilitated the break-out groups and were held accountable for bringing each challenging issue to resolution moving forward.
This group effort demonstrated successful execution in overcoming their challenges, and the organization was recognized as a model for the health system.
In reality, within the construction and relocation process, the physical plant usually has an expanding checklist of issues that the organization must prioritize and address in rapid succession. Processes, procedures, and operations need to change to accommodate the new space. Despite their enthusiasm for the transition, team members naturally feel a loss. When people who are asked to do things differently run into difficulty, they may wish their work environment hadn’t changed and would prefer if things returned to the way they were.
Team members experience even more stress when others complain about the new space and process. Although many staff members understandably feel that they need more people to manage in the new space, they receive no additional resources, so they must make do with what they have. Turnover increases, conflict between team members becomes more prevalent, and managers become stressed and look for solutions.
Working within this health system as an executive coach and consultant, Linda strove to understand the challenges and needs at every level and within each team. She then proposed options for Andrew and Leo, the director and vice president respectively, to consider. She worked side by side with these leaders to organize, co-facilitate and launch a departmental transition program. Together they brought out the best in each individual so that they could work collaboratively across areas of specialty. They fostered an environment based on principles such as:
- Mutual respect and appreciation
- Inspiration
- Motivation
- Ideation and innovation in problem-solving
Ultimately, they created a group experience for multiple teams that removed barriers and opened avenues for people to work together in small collaborative teams. The experience began with self-discovery and sharing at individual and team levels. The group was divided into small teams, each of whom received a set of challenges to review, prioritize, and own going forward. Individuals teamed up in small break-out groups to address priorities, determine ways of experimenting with changes and create action plans. Managers co-facilitated the break-out groups and were held accountable for bringing each challenging issue to resolution moving forward.
This group effort demonstrated successful execution in overcoming their challenges, and the organization was recognized as a model for the health system.
Zackary is a senior director who works for a Global Fortune 500 pharmaceutical company. He is relatively new to this organization but comes with many years of experience and success gained while working for multiple Global Fortune 500 companies. He is married, has young children, and his wife has a demanding job outside the home.
Zackary and his boss have differing work and communication styles, and as a result, they naturally plan their strategies and execution in different ways. The culture of the organization is also very different from that of Zackary’s previous employers. He and his boss’s manager have a good rapport, but Zackary senses that the leader he reports to directly is uncomfortable with this, so he is careful not to go around him. It is challenging when said manager comes to him instead of consulting his boss. As he begins his executive coaching experience, Zackary’s primary goal is to become successful within his new company's culture and develop a strong executive presence in this new role. He also wants to discover how he can bond with his boss so that he will be viewed as the ideal leader, someone his boss will consider invaluable.
As part of his executive coaching experience, Zackary engages in Thriving 360 and receives input from significant people in his professional and personal life. They include his current boss and the one from his prior company along with his family, friends, peers, and direct reports.
Thanks to their insights and what he discovered while working with his coach, Zackary took a step back and viewed his job and life from the outside looking in. He gained perspective on all the positive attributes that people who matter to him value and treasure. This input reinforced key aspects of methods he had successfully employed in the past.
Zackary has strategies he employed prior to the conclusion of his coaching engagement which brought about positive change both at work and at home. He demonstrated what he had learned from the coaching process by finding ways to take time for himself and his family to recharge, even in the midst of his busy schedule. He now regularly takes his family out for fun activities and started a new workout routine which is giving him more energy and personal space to meet the challenges of his demanding work and personal life.
In addition to achieving his work and family goals, Zackary expanded his capacity to work on a business solution he envisioned in hopes of one day launching his own business.
Zackary and his boss have differing work and communication styles, and as a result, they naturally plan their strategies and execution in different ways. The culture of the organization is also very different from that of Zackary’s previous employers. He and his boss’s manager have a good rapport, but Zackary senses that the leader he reports to directly is uncomfortable with this, so he is careful not to go around him. It is challenging when said manager comes to him instead of consulting his boss. As he begins his executive coaching experience, Zackary’s primary goal is to become successful within his new company's culture and develop a strong executive presence in this new role. He also wants to discover how he can bond with his boss so that he will be viewed as the ideal leader, someone his boss will consider invaluable.
As part of his executive coaching experience, Zackary engages in Thriving 360 and receives input from significant people in his professional and personal life. They include his current boss and the one from his prior company along with his family, friends, peers, and direct reports.
Thanks to their insights and what he discovered while working with his coach, Zackary took a step back and viewed his job and life from the outside looking in. He gained perspective on all the positive attributes that people who matter to him value and treasure. This input reinforced key aspects of methods he had successfully employed in the past.
Zackary has strategies he employed prior to the conclusion of his coaching engagement which brought about positive change both at work and at home. He demonstrated what he had learned from the coaching process by finding ways to take time for himself and his family to recharge, even in the midst of his busy schedule. He now regularly takes his family out for fun activities and started a new workout routine which is giving him more energy and personal space to meet the challenges of his demanding work and personal life.
In addition to achieving his work and family goals, Zackary expanded his capacity to work on a business solution he envisioned in hopes of one day launching his own business.
CXOs are driven by CEOs who live to work and drive the people who work for them hard and fast to achieve greatness. Challenged to do things that have never been done before without the resources to accomplish them, they are unflappable, many are accustomed to annual reorganization, expansion of their role to meet the demands of the market, along with changes in the overall business model to improve the bottom line.
Let’s take Pitra, for example. She is a CXO who has been with a health system for many years, working for multiple CEOs. Pitra and the system’s new CEO differ in their work and communication styles. The CEO is expanding the executive team with colleagues from his prior organization, changing the culture of this health system with a new blend of leadership tactics and strategies. Pitra discovers that the physicians serving the health system needs are responding to uncertainty with heightened sensitivity and expanding expectations, and in order to win visibility with the new CEO, their demands are making their way to the CEO’s desk, unlike in the past.
Despite these dynamic challenges, Pitra’s goal is to develop new ways of working with these physicians in order to be as successful as she has been in the past; engaging and inspiring them to collaborate, to achieve even greater success together. Linda works with Pitra as an executive coach and consultant.
Through a series of cross-organizational efforts, the physicians experience a renewed value proposition through their work with Pitra. Pitra sets new expectations and delivers on these expectations across the board, removing any need for the physicians to go directly to the CEO.
Pitra is viewed by her peers and her new CEO as the uniquely qualified ideal leader supporting the health system and physician needs through a successful transition. This begins with meetings between Pitra and the physician leaders to understand the needs. This involves negotiation on the part of both parties, the success of which is demonstrated by changes in terms and conditions, policies, procedures, service levels, and support.
Let’s take Pitra, for example. She is a CXO who has been with a health system for many years, working for multiple CEOs. Pitra and the system’s new CEO differ in their work and communication styles. The CEO is expanding the executive team with colleagues from his prior organization, changing the culture of this health system with a new blend of leadership tactics and strategies. Pitra discovers that the physicians serving the health system needs are responding to uncertainty with heightened sensitivity and expanding expectations, and in order to win visibility with the new CEO, their demands are making their way to the CEO’s desk, unlike in the past.
Despite these dynamic challenges, Pitra’s goal is to develop new ways of working with these physicians in order to be as successful as she has been in the past; engaging and inspiring them to collaborate, to achieve even greater success together. Linda works with Pitra as an executive coach and consultant.
Through a series of cross-organizational efforts, the physicians experience a renewed value proposition through their work with Pitra. Pitra sets new expectations and delivers on these expectations across the board, removing any need for the physicians to go directly to the CEO.
Pitra is viewed by her peers and her new CEO as the uniquely qualified ideal leader supporting the health system and physician needs through a successful transition. This begins with meetings between Pitra and the physician leaders to understand the needs. This involves negotiation on the part of both parties, the success of which is demonstrated by changes in terms and conditions, policies, procedures, service levels, and support.
Michael, a software engineer who moved up the ladder quickly into a key role, is a department leader in the organization. He is a highly skilled professional, respected by his peers, subordinates, and clients alike for his knowledge, commitment to excellence and ability to explain the most technical material in a way that people at all levels understand. Despite his success, Michael engaged in Thriving coaching to maximize his productivity and to gain more energy.
Michael discovered his strengths, preferences, and areas of opportunity through his coaching sessions. With the support of his coach, Michael explored and experimented with strategies for prioritizing and managing his workload, setting expectations, and achieving short and long term targets, including career goals. Through this process, Michael identified aspects of his work causing significant fatigue despite his strengths being well-aligned with his responsibilities. Collaborating with his coach, he devised recommendations for the senior leadership team to streamline processes, ensuring optimal performance in the short and long term all having the added benefit of mitigating fatigue.
Near the end of his Executive Coaching engagement, Michael was approached by a senior leader he knew and respected, to work for a company he was familiar with and admired. He was given the opportunity to fulfill his long-term career goals in the short term. As a result of his coaching experience, he was well-positioned to know what he wanted and to spot the right opportunity as it came forward. Michael was able to weigh the pros and cons of making a significant change at that time. He decided to pursue the new opportunity, which aligned best with his strengths and interests, as well as short and long-term goals.
Michael discovered his strengths, preferences, and areas of opportunity through his coaching sessions. With the support of his coach, Michael explored and experimented with strategies for prioritizing and managing his workload, setting expectations, and achieving short and long term targets, including career goals. Through this process, Michael identified aspects of his work causing significant fatigue despite his strengths being well-aligned with his responsibilities. Collaborating with his coach, he devised recommendations for the senior leadership team to streamline processes, ensuring optimal performance in the short and long term all having the added benefit of mitigating fatigue.
Near the end of his Executive Coaching engagement, Michael was approached by a senior leader he knew and respected, to work for a company he was familiar with and admired. He was given the opportunity to fulfill his long-term career goals in the short term. As a result of his coaching experience, he was well-positioned to know what he wanted and to spot the right opportunity as it came forward. Michael was able to weigh the pros and cons of making a significant change at that time. He decided to pursue the new opportunity, which aligned best with his strengths and interests, as well as short and long-term goals.