Vice President of Global Infrastructure, Kelly Services
This Coachee’s direct manager left the company unexpectedly. Without any time to plan for change, the Coachee found himself reporting to the CDO, his skip-level manager, with whom he did not have a relationship. This required the Coachee to adjust quickly in order to maintain stability within his team and learn to operate without direct management. As a result, his initial coaching objective expanded from a singular focus on managing and serving his team, to expanding his senior leadership role, understanding and meeting new higher-level expectations, and stepping further into the senior leadership circle with no previous training or transition time. The 6-month coaching engagement was designed to help the Coachee develop a stronger and more influential leadership presence, by overcoming his natural reticence and reluctance to be direct. Through self-assessments, peer feedback, and focus on communications skills, the Coachee harnessed his unique brand of “quiet power” and cultivated a strong and positive relationship with the CDO.
The coaching engagement made me feel accountable to my new manager, my team, and to myself in a new way. Going through this experience was very impactful and helped me realize that there wasn’t anything wrong with me or with my leadership ability, but that I needed to develop a clear sense of self and leadership style. As I continue to gain confidence and strengthen my presence on the leadership team, I’m getting better feedback and more recognition than ever before.” – Mike M., Kelly Services Vice President, Global Infrastructure
