TrishAnastos
EXECUTIVE COACHING
Representative Assignments
CLIENT:
EVP, Marketing
Large Software Company
THE NEED:
Highly experienced software executive was at odds with the other senior leadership team at her new firm. Her independent style suggested that she was not a team player and used her role in an inappropriate way. Efforts to launch a new B2B strategy and website stalled as she did not gain traction with other functional leaders.
RESULT:
Stakeholder interviews and review of her MBTI profile illustrated how the client’s working style was out of step with the culture. The Coaching Plan focused on the client engaging the leadership team to share ideas before SLT meetings. The client was able to build trust and gain the confidence of her peers. She launched the B2B site generating double-digit inquiries and was promoted to global CMO.
CLIENT:
VP, Strategy
Fortune 50 Company
THE NEED:
Working on an intensive project in a matrixed reporting structure, this executive was not contributing to the team at the expected level. Unable to navigate relationships effectively with peers and senior leaders, the client began to feel isolated. Based on her weakened performance, the executive was given a deadline to improve.
RESULT:
Feedback indicated that the client’s communication approach was cumbersome and did not fit the style and needs of her peers and leaders. The Coaching Plan focused on taking more responsibility for her role, and adapting her communication approach to have greater impact and clarity. The executive successfully completed the project.
CLIENT:
VP, Investments
Large Insurance Company
THE NEED:
This executive had a strong track record building his investment portfolio and meeting metrics for year- over- year growth targets. His quarterly presentations to the Shareholder’s Board were regarded as accurate but his style of communicating and areas of focus did not generate the expected level of confidence.
RESULT:
Feedback indicated the Board’s concern that the client did not fully address legal and risk issues, nor fielded questions effectively. The Coaching Plan identified new behaviors: engage peers to help craft the message; practice delivering presentations; anticipate board questions; and use more eye contact when responding. After two quarters, the client had no follow-ups from the Shareholder Board.
CLIENT:
Managing Director,
Large Management Consulting Firm
THE NEED:
After a decade at a large financial services firm, this client moved to a consulting firm. Although knowledgeable about processes and systems, she struggled to establish herself as a leader with the firm and client teams. Her client did not find her credible because she was unable to field questions and show executive presence in the weekly meetings.
RESULT:
Stakeholder interviews and Hogan Assessment results indicated that the client needed stronger EQ to connect with her team and client. The engagement focused on practicing new speaking routines that used more inquiry, deeper listening, and more approachable body language. She was promoted to Managing Director and given responsibility for two new clients in her elevated role.
CLIENT:
Leadership Team,
Large Entertainment Company
THE NEED:
Members of this team represented a range of functions, including marketing, production, IT, creative, and finance, located in cities across the US and Canada. The President requested a one-day, off-site meeting to help the team improve its communications and learn to provide effective feedback.
RESULT:
Through a facilitated discussion, the team decided to be more open and consistent in their conversations. The team also practiced a new approach on providing and receiving feedback that used active listening, positive framing, and inquiry. The team ended the day with a commitment to be more proactive in sharing meaningful communication.
Team Development
Team Development
CLIENT:
Participants in
Advanced Management Program
Top 5 Business School
THE NEED:
This intensive advanced management program required participants to form teams to work together for the six-week program. Composed mostly of non-U.S. leaders with a wide range of experiences and English as their second language, the teams needed to quickly establish rapport and a process of working together effectively for the next six weeks.
RESULT:
The team participated in a series of activities designed to heighten their active listening skills and awareness of each other’s strengths. They explored and shared core values and developed a personal statement of purpose. At the end of the two days, the participants were able to speak openly in front of the other team members, identify each other’s strengths, and challenge each other appropriately.