Technically Brilliant CFO Candidate Lacks Interpersonal Skills

Janet was a brilliant financial executive. Everyone who was familiar with her work knew she had the technical capabilities and intelligence to one day become the Chairman of a company. The challenge however was Janet’s interpersonal skills and her management of direct reports.  Through coaching, Janet changed her approach and the company saved an estimated $300,000 in associated severance, search fees and relocation costs if Janet had been asked to leave.

Managing Organizational Change

In a cost cutting effort, some of the operations supporting R&D were consolidated, requiring redefinition of the leadership roles and operating procedures.  Key leaders that were accustomed to influencing others through the power associated with their position now found themselves without that position or associated power. The leaders had to develop new skills and ways of influencing others to reach company goals.  Working with just one executive in this organization,  the company saved an estimated $200,000 in costs associated with severance, search fees and opportunity costs, not to mention knowledge capital if this executive left his role.

Leadership Team Development

Changing economic conditions required the hospital to shift its focus. The hospital needed a new strategic vision and Ted lacked the health care experience required to create it on his own. As Ted began working with his leadership team, he recognized that his team was made up of managers, not leaders. They lacked the leadership skills required to extend beyond taking care of the day-to-day activities. Ted recognized that he needed to accelerate their development as leaders while turning around the hospital’s financial situation.  The resulting shift in leadership enabled the overall hospital performance to shift to the top 25% of hospitals in the health care delivery system.