Case Study: Electronics Industry

CASE STUDY (BB)

Client: An international Fortune 100 electronics firm.
Challenge: Provide in-depth executive coaching to top executives. The emphasis was on helping the executives demonstrate the leadership values and philosophy of the company. The executives were assessed on communication skills and demonstrated company values to relevant constituencies.
Dr. Z's Solution: Each executive was assigned a private coach to work with over a period of one year. The process began with a battery of psychological assessments and a 360° interview process, in which the coach personally interviewed the executives' staff, peers, and managers.
Results: After compiling the data, the coach reviewed results with executives and drafting development plans, which they shared with their managers to get additional input. The coach continued to meet with each executive for two hours each month to assess progress, assist with issues and roadblocks, and celebrate successes. At six and 12 months, the executives were reassessed on the values.
Delights: If progress was not seen, an executive could be reassigned (this was communicated to the executives at the beginning of the process). This gave reassurance that the executive would not be blamed for lack of progress but helped find his or her own best way of learning and growing.

Case Study: Automotive Industry

CASE STUDY (FMUS)

Client: World-class high-performance automobile manufacturer.
Challenge: The company sought to provide individual and team coaching to staff for a newly created US-based Marketing Office with the goal of re-launching the marque after a 12-year absence from the North American market.
Dr. Z's Solution: The company was not looking for a survey of US business conditions or skills training, which it did obtain elsewhere. Rather, it sought to provide these key executives with personalized coaching on how to develop the necessary personal and attitudinal changes required for their new assignment. The coaching program included interpersonal skills in US environmental and cultural variables, personal change planning, and insight and awareness development. Case studies and role playing were extensively applied.
Results: Executives were mobilized into approaching their challenge of moving into an extremely complex, fast moving, and highly competitive market with insight into their strengths and objectives.
Delights: Retention of over 90% was experienced by the company. Several follow-up coaching sessions were scheduled by the company for these key executives.

Case Study: Conglomerate

CASE STUDY (QFA)

Client: Fortune-500 conglomerate headquartered in Atlanta and with subsidiaries and manufacturing operations in thirteen countries.
Challenge: The company, while very successful in the US market with a line of products manufactured by their consumer products division, had not met equal success in Europe, Japan, and Australia. Their products were distributed in the US through a chain of dedicated distributors and dealers which had been built up over a twenty-year span. Attempts made to duplicate this distribution channel abroad had not met expectations.
Dr. Z's Solution: The company needed to enhance significantly intercompany awareness and motivation regarding the opportunities offered by key international markets. It also needed to address internal understanding of the right distribution strategy for these markets, and the reasons for a perceived lack of flexibility in experimenting with other more locus-appropriate strategies. Significant resistance was felt at many levels of the organization to examining the validity of the pervasive attitude, “if it works in the US, it should work over there, too.”
Results: Several key executives were identified as holders and silent promoters of the belief in question, during one-on-one strategy assessment sessions. Individual and team coaching techniques applied over three months initiated a process of review that produced a change in key leader worldviews, which cascaded down the organization.
Delights: A positive response from internationally-based executives and marketing staff, who saw the company’s renewed commitment and changed attitudes as a testimony to their interest in the development of their markets.

Case Study: Computer Industry

CASE STUDY (HHND)

Client: An international computer company.
Challenge: Implementing a feedback coaching process, accelerating it to be completed in three months rather than six. The rationale was that employees change jobs quickly and, with changes in technology and business issues, many rotated to new positions or projects, making it difficult to complete the survey for follow-up purposes.
Dr. Z's Solution: The coach met with the executives four times in the three-month period. The first meeting was to analyze the 360° feedback report with the executives and identify one strength and two to three areas for improvement. They drafted a development plan, which the executive shared with their managers to obtain additional input. The second coaching session occurred one month later, and each executive and the coach discussed how well the conversation went with their respective managers, and to finalize the development plan, including detailed action items with deadlines. At two months, a reminder letter was sent to the executives to continue progress. At two and a half months, a condensed 360° survey (with the two improvement areas) was distributed to obtain follow-up data. At three months, the coach and each executive met for the last official time to review the survey results and assess progress.
Results: Executive retention and productivity were measurably improved in the six-month and one-year follow-up assessments.
Delights: The complete three-month process was funded by the organization and is repeated every 12 months.

Case Study: Healthcare Staffing

CASE STUDY (MIE)

Client: Leading regional healthcare staffing company providing outsourced nursing services to hospitals and clinics in the Southeastern US.
Challenge: This company faced the challenges of reorganizing their international recruiting operations to meet growing demand; streamlining the recruiting-to-placement process; and getting the company ready for a possible acquisition by a competitor.
Dr. Z's Solution: Conducted structured one-on-one interviews with the CEO and six division managers, as well as with major providers in key recruiting markets (Philippines, South Korea, and Venezuela). Organized whole-day workshop with the division managers and other key personnel to explore key objectives, unresolved issues, and practical concerns relative to current recruiting processes.
Results: Coaching managers through the process of objectives, strengths and weaknesses identification created a flatter team structure, implemented more effective working practices, and improved communication between the company and its key vendors.
Delights: Previously unidentified issues were raised for the recruiting managers to confront, such as the need to improve service level agreements, the need for a policy regarding the safety of nurses traveling alone at night, and inequality of treatment across various hospitals in the region.

Case Study: Telecom Industry

CASE STUDY (NTC)

Client: A Fortune 200 telecommunications company.
Challenge: Implementing a feedback coaching process, in which executives completed a customized 360-leadership competency assessment, and were assigned to work with a feedback coach for six months.
Dr. Z's Solution: The coach met with the executives four times in the six-month period. The first meeting was to analyze the 360° feedback report with the executives and identify one strength and two to three areas for improvement. They drafted a development plan, which the executive shared with their managers to obtain additional input. The second coaching session occurred one month later, and each executive and the coach discussed how well the conversation went with their respective managers, and to finalize the development plan, including detailed action items with deadlines. At two months, a reminder letter was sent to the executives to continue progress. At three months, the coach and executives met again one-on-one to discuss issues, roadblocks, successes, and so forth. At four months, a second reminder letter was sent. At five months, a mini 360° survey (with the two to three improvement areas) was distributed to obtain follow-up data. At six months, the coach and each executive met for the last official time to review the mini survey results and assess progress.
Results: 67% of executives elected the option to continue the coaching, and agreed to pay for it from their own departments.
Delights: The complete six-month process was funded by the organization and is repeated every 12 to 18 months for top executives.

Case Study: Hospitality Industry

CASE STUDY (RLM)

Client: CIO at Los Angeles-based global hospitality company.
Challenge: This executive, while very successful in his job performance and well-liked by his boss and peers, risked serious consequences due to his sometimes reckless personal behavior while on company business.
Dr. Z's Solution: Twenty-four twice-weekly one-on-one strictly confidential coaching sessions to assist this executive in developing mindfulness, insight, and behavioral change. Sessions highlighted the interaction of leadership factors that contributed to his style: temperament, personality, talents, and skills. Focus was kept on intersubjective process issues, measurable objectives, “here and now” contextual issues, systemic implication of individual behavior, positive reinforcement, and emotional intelligence coordinates.
Results: The executive gained insight into the processes that created the conditions in which maladaptive behavior could take place, the most frequent triggering events, the typical sequence of each episode, and the likely resolution and consequences. Insights fostered heightened awareness, the implementation of thought and action stopping mechanism, and substitution with other more adaptive behaviors.
Delights: The executive was referred to a counseling professional for further follow up and consolidation of skills. The executive reported a significant improvement in stress levels, productivity and interpersonal relationships.

Case Study: Healthcare Industry

CASE STUDY (NN)

Client: A hospital in the U.S. Midwest.
Challenge: Implementing a content coaching process for doctors in a specific cohort to help them develop skills and knowledge about communication with nurse staff.
Dr. Z's Solution: Each doctor in the cohort who completed an assessment to determine his or her current level of financial knowledge was assigned a private coach who was an expert in interpersonal communication and management. The coach worked with each doctor individually and customized the coaching sessions to meet the doctors' specific development needs in the area. Some coaching sessions were longer than others were; some used different learning approaches, based on a doctor's learning style.
Results: After compiling the data, the coach spent one to two days reviewing results with executives and drafting development plans, which they shared with their managers to get additional input. The coach continued to meet with each executive for two hours each month to assess progress, assist with issues and roadblocks, and celebrate successes.
Delights: At the end of six months, each doctor was reassessed on his or her skills and knowledge.

Case Study: Staffing Industry

CASE STUDY (SWA)

Client: Privately-held staffing services in the United States.
Challenge: The CEO and principal shareholder of this regional corporation desired to foster greater cohesion among the company’s three major divisions, as well as between the company’s franchised and company-owned operations. The CEO deeply felt the need to achieve greater efficiency in the face of growing competitive challenges.
Dr. Z's Solution: A two-day off-site event (management retreat) with key headquarters leaders of the company. The objectives of the meeting were to get executive managers engaged in identifying and carrying out the necessary cultural transformations needed to achieve greater cohesion and efficiency.
Results: The focus on large systems and sub-systems created a learning environment in which teams worked towards their own solutions simultaneously. Little coaching attention was focused on content, as the focus was kept on process, on the individuals and their intersubjective relationships with each other. This changed the direction of team energy, and refocused it on systemic goals thereby redesigning the organization’s internal architecture. This process of triangulation redirected attention of all actors from confronting each other to facing a third (triangle) direction, their common objective.
Delights: The top executive team (CEO, CFO, CIO, EVPs) was treated as just another team, making it an equal partner in this solution-oriented organizational coaching process.

Case Study: Insurance Industry

CASE STUDY (HRZ)

Client: CIO of the Los Angeles division of a global insurance company.
Challenge: The client was concerned with building trust, respect, and collaboration with and between IT team members dispersed at locations in Zurich, London, Dallas, Madrid and Los Angeles.
Dr. Z's Solution: Coaching and planning included top executives at each location and key managers. Objectives were to clearly define their specific types of transnational teams and understand their inherent technical and cultural implications, examine and practice relevant aspects of the six major steps in starting or being part of a transnational team, assess team member roles and competencies, identify factors for building trust in transnational teams, and identify strategies and tools that would facilitate ongoing assessment of team dynamics in a transnational environment.
Results: Team members received tools, checklists, tables and worksheets as beneficial job aids in leading and integrating transnational teams. They became more confident in selecting a technology that matched the team's task, culture and team-member experience. They attained practical skills around designing and integrating team interventions and fostering interpersonal trust.
Delights: Each team member devised a personal action plan to lead, manage, and integrate more successfully within the transnational team.

These case studies are real-life coaching assignments that were carried out by Dr. Z and by members of his coaching team. They are representative of a spectrum of industries and coaching situations, domestic and international in scope.  More detailed information is available on these cases from Dr. Z.

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  • Case Studies

  • A selection of case studies on coaching assignments completed by Dr. Z