Because clearly defined objectives are always set, Change Partners is constantly challenged to achieve tangible results to tight timeframes. Many details can never be made public as confidentiality is assured during and after the process. However, Change Partners can provide a comprehensive list of referees who can attest to the effectiveness of coaching interventions.

Some insights into typical successes can be provided, however, without compromising confidences. For purposes of presentation, the following successes have been isolated. In practice, multiple ‘wins’ rather than single results are achieved:
 

• Team reinforcement by deploying new executives created a challenge for a newly appointed Chief Executive. It was vital to properly manage their integration into the existing team without affecting morale or motivation. Coaching helped the new CEO, known for a strong technical background, to hone the necessary people skills and manage the new top team dynamics. Cohesive working relations were achieved as was the desired improvement in executive performance.



• A senior executive who had built a successful career at international head office was challenged to turn around a national subsidiary at operational level. To achieve optimum results he needed to maintain strong support from peers at the international hub while identifying himself with the needs and aspirations of the national operation. Coaching helped the client manage the sometimes contradictory demands of full local engagement and international interaction.



• A senior executive was made accountable for the delivery of major strategic objectives – a process that was impossible without the backing of several peers. Lobbying and communication skills were improved thanks to coaching and buy-in was achieved, even though resultant changes may not have been in the best career interests of some members of the peer group.



• The challenge of disconnected leadership was identified when a senior executive found that his plans were being thwarted by other members of the leadership team. Several responses were possible, though some might be counter-productive. Following rehearsal and scenario-plays with the executive coach, a strategy was developed that set out clear action plans. The plans made each team member personally accountable for delivery in key areas. The transparent and accountable structure brought subtle sabotage to an end as any interference in the plan was immediately clear.



• A major promotion from operational to strategic responsibilities created the need to develop a new managerial style and improve communication skills while winning top team buy-in. It was also important to reinforce the individual’s confidence and assurance when outlining a strategic vision. Coaching facilitated personal growth and the ability to take on the mantle of strategic pathfinder.



• A crisis of expectations among PDI employees emerged when a high-profile black executive took the helm at a major company. Delivery of transformation objectives had to be achieved while maintaining or improving corporate results. The new CEO had to develop a profile that inspired confidence throughout the organisation – not only among PDIs – and won the backing of all managerial tiers. Coaching enabled the black leader to work through ideas and anticipate possible consequences in a situation where challenges occurred constantly.