Regulating emotion under stress
As a leader in an organisation about to undertake a major integration, our client was extremely aware that her behaviour was under increased scrutiny. People were looking for inconsistencies between her words and actions. The main outcome of WDI’s coaching was to ensure they were aligned. Together, we explored her ‘internal triggers’ and the emotions that could undermine her relationships and trust with her people. We then helped her develop new strategies to deepen her self-insight and better regulate her emotions under stress and the impact she had on others.
On purpose presence and leading a team of 100+
Our client had held global roles managing smaller matrixed teams, focused on strategic development of new business services and turning around under performing products.
We began coaching as she moved into her first GM role with a larger, global team delivering a wider portfolio of established and new to market services. One challenge she faced was building on her leadership strength of managing her team through one-to-one relationships to needing to build motivation, connection and team engagement one-to-many. Additionally, she was conscious of needing to develop her reputation as a strong people leader.
The coaching began by gaining clarity on her ‘rocks and gems’; specifically, her leadership values and approach and then exploring how to embody and live these values in different circumstances, relationships and settings. In particular, through coaching she found new ways to engage others in her vision and strategy for the team and developed her approach for speaking on the podium at town hall meetings that enabled her to be authentic, spontaneous and responsive to the room. After adopting her new approach, her feedback positively increased in terms of team engagement scores, as well as increased connection and motivation with her team. She also gained board level congratulatory feedback on her ‘authentic delivery’.
