Behaviour Change



Life/Work Balance


'Coach of Last Resort'



‘Coach of Last Resort’

‘COACH OF LAST RESORT’ for valued executive’s at serious ‘career risk’

We are experienced at getting step-change results in situations where executives may have already worked through their issues with other specialists (occupational psychologists, professional counsellors, other executive coaches, etc.) and have failed to make the necessary improvements.

We would expect to accomplish the rapid effective behaviour changes, results and performance requirements needed in just a few hours of work. Whatever the issues - personal, private, career, motivation, self-confidence or relationship.

It should be noted that this is a practical, proven and effective, large time and money saving (90%!) alternative to the expense, inconvenience and disruption of termination and replacement.

Case Study Example

Client: : Senior IT Project Manager. £1B plc. Publishing Firm

Issue/s: Internal clients refused to work with him on joint projects.

Deliverables: Making the customer feel comfortable and, projecting confidence as a project manager. +279% Improvement

The Group IT Director was (sceptical though) keen, to see if it was possible to turnaround, ‘a seriously underperforming, long serving and valued employee’. The company genuinely wanted to help Martin, whilst considered highly competent at his job, needed to make serious ‘behaviour changes’. He was on a final warning, and being in his mid 50’s they thought it unlikely he would get another job. The two primary concerns expressed by the Group IT Director and his immediate manager were around:

Making the ‘customer’ feel comfortable - Internal cooperation and the way he handled external customers left much to be desired. It was reported that he had a tendency to upset people, ruffle feathers and when challenged on a topic tended to be bloody-minded and argumentative. He got on well with his staff and people who knew him well, however.

The first step was in helping Martin gain clarity on what he wanted (in common with most people he knew what he don’t want!). Using an advanced goal achievement model ‘happy customers’ were what Martin wanted initially, this evolved into the new desired behaviour of ‘cool, calm and professional’. Then how would you know? "They are phoning (At/d) to discuss issues with you". "They are delighted (Ki) and you would visit them face-to-face". How would someone else (your boss?) know? "They would ask for you specifically". I want to feel ‘content I’ve done a good job for them’ and after 3 months "Felt they’ve been dwelt with professionally".

We used the powerful ‘others referencing’ and ‘perceptual positions’ models (1st, 2nd, 3rd and meta position) as a basis for enhancing empathy observation skills. In particular we explored empathy development by ‘being in the customers shoes’. That is mentally rehearsing ‘how things would look, sound and feel from another person’s perspective’ or ‘how would this appear to them?’ We explored how this would work in a meeting and be used to develop insights of hidden agendas or ‘what’s in it for me?’ Building his capabilities in empathy, patience and listening, expanded his people influencing skills and ‘getting them on his team’.

Projecting ‘confidence’ as a project manager - The way he explains things to people was considered confusing and lacking in detail. He tended to assume that people already understood or knew what they needed to know, when they may not. He found it difficult to prepare a proposal, being unable to provide detailed analysis, control of work in hand, or a cost/benefit analysis. There seemed to be an issue with being over bearing and monopolising in conversations.

This change work involved developing a stronger desired self-image using powerful protocols to build self-esteem, self-belief and self-confidence. We checked out his Myers Briggs profile for areas of potential behavioural realignment. Worked with the New Behaviour Generator, his reality strategy, and intensified his motivation. There was a significant shift in his attitude, sensitivity, motivation and behaviour, specifically in customer empathy, awareness of others point of view, listening more considerately and carefully, reflecting and sitting back where relevant, keeping quiet and being patient when needed whilst retaining the ability to speak up when needed, greater patience and interpersonal skills generally with people in any situation and context.

This work was so successful we did some follow-up work in three areas; 1. Technical to general, and vice versa, explanations. Improved Martin’s ability to discuss a complicated project in a customer context, by being able to move up and down easily between a detailed technical perspective, to a more general ‘big picture’ abstraction using language and descriptions in ‘customer friendly’ terms, and back down in an iterative manner. 2. Speech. Slowed his speech down, where appropriate, to match other peoples learning and understanding capabilities. 3. Safe hands. Build his ability to project, instil and command confidence. Explain ideas and concepts lucidly. Engender the feeling of being ‘in safe hands’. In challenging situations Martin didn’t come across well. Especially in difficult, awkward and politicised agenda situations. This work phase turned this around.

Coaching time: 15 hours (5 sessions of 3 hours).

Results: Overall +279%.

Client self/others-rating on a scale of 0 to 10.

  • Making the ‘customer ‘feel comfortable +325% (2 start to 8.5 end)
  • Projecting ‘confidence’ as a project manager +233% (3 start to 10 end)

Please contact us directly for more details and information.

Please contact us directly for more details and information.
Leadership DynamiX
+44 (0)1932 872433 or 872741
  Skype: davidnorman1932