Posted November 17, 2020 Case Story by Jennifer Goldman-Wetzler, Ph.D.
The problem: Linda, the CEO of a global software development company, knew she needed to have a tough conversation with her senior management team about how they were working together – or, more precisely, how they were not working together. Communication on the team had broken down because different team members had varying perspectives on important issues, and were not finding productive ways to address them. Some were angry but silent, while others were fighting openly – and loudly. The team knew they needed to discuss how to communicate across departments, how to make decisions together as a team, and how to manage the hand-off from the Sales department to Engagement Management once a new client had been signed on, a process that had been historically unclear and was getting more and more fraught with confusion over time.
Posted October 17, 2020 Case Story by Jennifer Goldman-Wetzler, Ph.D.
The problem: Shannon and Daphne were both analytically-minded, high-achieving, Type A executives. They were also both passionate and determined to make a difference through their work at one of the world’s most prestigious non-governmental organizations. Their CEO sought out coaching to help grow their leadership capacity, and to address issues they were having in their working relationship. While they generally got along well, 60+ hour work weeks and the intensity of their work made it increasingly difficult for them to collaborate effectively. The CEO wanted them to better manage their unhealthy relationship dynamics so they could continue to produce stellar work.