Field Operations Executive strategically grows the company
Background:
A Field Operations Manager/Executive with 6 direct reports and 420 staff. He had worked for his employer for 14 years. He had a range of responsibilities including account management, commercial management, technical consultancy, pre and post sales, HR and budgetary responsibilities. He was the only executive working from home. His line manager was the Group Managing Director. He was married with one young child.
Overall the client saw himself in a difficult position, not quite a Director, partially having the responsibility for it and some perception of being one without having the recognition. His lack of clarity about his position led to feelings of stagnation and frustration. He wanted to develop himself further as a Director, think more strategically, develop his team, and his organisational skills to be able to free himself up to be more strategic in the organisation.
His MD sponsored him for coaching having seen the benefits of another member of staff having gone through our coaching programme.
Our approach:
In collaboration with his MD his Development Objective was defined and agreed. It was: "Influencing and growing the company through more strategic involvement." His Development Objective was reviewed and his Goals agreed at the goal setting review session with his Coach. Key personal and professional benefits of achieving the objective were identified. For example:
- I will be seen as Director level
- Increased self belief and confidence
- Clarity of who I am and what I do
- Reduced stress
- I will have benefits and skills moving forward
The engagement information and the coaching schedule were explained and the contract was signed off. The requirements of the coaching interaction, process and how the relationship works were agreed. His objectives, goals and benefits were reviewed and his motivation and commitment checked out. The coaching programme continued for the agreed contractual term.
His progress was evaluated and measured at specific intervals during the engagement and with his agreement elements were fed back to the sponsor.
Outcomes and benefits:
- He learned to be more strategic and less reactive
- His whole way of working changed
- He was able to concentrate on new and evolving areas within his role
- He evolved from Manager to Director level and undertook the roles and responsibility that went with that through his increased understanding and by taking relevant action
- He became totally confident in his own abilities in the job that he was doing and his profile was raised within the organisation
- He became comfortable with his new working ethos which was more strategic and focused on company growth
- He learned to deal with stress in a more effective way and was able to apply what he learned professionally to personal aspects of his life
