HDA

Executive Coaching – Financial Services

Business Context

The client was referred to us by our US partner initially to be supported through a career transition and outplacement programme. Due to the seniority of the client and his stature in the UK financial services sector, it was decided to use the Premium Personal Career Coaching service. This involved a co-ordinated set of interventions by both a career consultant and an executive coach. As it transpired, the client was successful in obtaining a new, senior role during the early stages of the programme and, as such, the support transitioned neatly from career counselling to executive coaching support for the client in his new role. His new organisation is a trade association and lobbying body for a wide range of providers of financial services to private clients.

The main goal for the client was to establish himself quickly in his new role as Deputy CEO and help his organisation revive itself following extensive organisational restructure.

Business Issues

• The client had a number of different constituencies that needed clear direction and leadership; and this had to come from the client’s organisation

• In addition to the client’s new role (as deputy CEO), the CEO had recently been changed and the client therefore had to collaborate closely with his boss, both of whom were relatively new to the organisation.

• The client also had to motivate and inspire a small team of professionals and help them remain focussed on the new business direction

Business Value Obtained from Coaching

• Work done with the client during the career counselling phase helped the client review his immediate needs and encouraged him to make early use of his extensive business network. This contributed to him obtaining his new role

• An intensive period of coaching in the client’s first few weeks in his new role focussed on making an impact on a number of different fronts. Rapid progress was made with his new team and with his external clients

• In the latter stages of coaching, the focus was exploring how to optimise the relationship between the client and his boss. In conclusion a set of actions around mutual support and collaboration was agreed and was starting to bear fruit.

Business Outcomes

• The client rapidly established himself in his new role and had received a number of unsolicited positive pieces of feedback on his early contributions from a number of senior stakeholders in the industry

• The client introduced new efficiencies into the already tight structure which were well received and long overdue

• The organisation in now being seen as a ‘competency-led’ organisation with the client and his boss as a double act at the helm rather than a ‘personality-led’ organisation which had previously been the case.