The Struggling MD
1st April 2010
He engaged our lead coach for four sessions. This is how they went:
1. The first session involved some contracting, and familiarisation for the coach with the business. This included reviews of the current business plans, a tour, and an in depth visioning session. The need for shared visioning with the team was agreed, and a structure for this to happen was discussed. The MD went away to do this.
2. At the next session the output of the shared vision was shared and some common threads identified. The MD raised some concerns he had about the new Board of Directors and their commitment. After much discussion a range of three potential routes with outcomes was agreed and the soft side of delivering these was highlighted. The MD went away to do this.
3. The third session was against a back drop of one of the outcomes being achieved – one Director sold out his share of the business to the MD. The focus for this session was the development of a new framework for the Business Plan to cover a three year period, a succession plan for staff and a new organisation chart. All were subsequently achieved and adopted by the business.
4. The final session in involved a review of progress to date and a development plan agreed for the MD, to enable him to achieve his own personal goals over the next 18 months.
As an organisation, we are supporting this MD with occasional coaching sessions. He finds his role less lonely now, as his team are more empowered and there is a clearer focus of where the business is going in the future. He has made two key appointments at senior management level which are enabling him to have a clearer focus on developing the business.
