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Early on, we pick jobs just to cover the rent, falling into patterns and sticking with roles that don’t truly fit. What if one day you woke up and started asking yourself:
The answer is YES!
Connect with me to learn how.
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Challenge:
During a Technologies re-organization, multiple organizations either merged or divided and new teams formed. One of the teams, production support, was a critical team that needed to be high performing almost immediately in the event there is a critical production issue. The team needed to come together as a cohesive group quickly and didn’t have the luxury of the typical forming, storming, norming and performing process.
Results:
I took the team through a roles and strengths exercise to quickly identify where each individual could best contribute their skills and talents on the new team. I spoke with each of them individually and collectively to agree on standard operating practices to lean on during critical, high pressure production issues. When conflict arose, as it often does, they were able to move through it quickly by having a play book that everyone had already agree on previously. By utilizing individuals strengths in the right role, communicating as a team and anticipating how they were going to handle challenges before they even occurred, the team was able to become high performing in a short period of time.
Challenge:
A high-performing, Technical Architect had consistently been passed over for promotions and was very frustrated by it. He was the “go to” person for complex technical problems and very skilled at what he did. He was considered a high-potential employee and was being groomed for leadership. When he didn’t get hired for the roles he wanted, he was confused and blamed it on his poor interviewing skills. However, I discovered that he also received regular feedback from his leaders about needing to be more collaborative with his peers and consider others ideas along with his own... a skill every leader must learn.
Results:
I worked with the individual on strategies that helped him demonstrate that he listened to the feedback and found opportunities for collaboration on projects. He learned to listen to and consider others’ ideas before moving forward with a final decision. We also worked on visualizing himself in the role he wanted and addressed any limiting beliefs he held internally about his abilities. When an opportunity came up that he wanted to pursue it, he was nervous about the interview. He had poor interview experiences and believed he just wasn’t a confident speaker and couldn’t do much more about it. I role played the interview with him and gave him techniques to boost his confidence. As a result, he got the job he wanted.
Challenge:
A Director of Technologies needed to move to a more junior role in order to handle the death of her father and a terminal diagnosis for her mother within the same year. She needed to stay focused and engaged in both her professional and personal life. She was a strong leader but needed a brief reprieve from the responsibilities of leading a team.
Results:
I worked with the individual to identify her goals and help her clearly communicate them to leadership. Although she wanted a break from leading a team, she still had a desire to use her leadership skills as a team member to deliver results. Through regular communication and check-ins with her leader, they were able to find a path to help her stay focused at work and also give her the flexibility she needed to take care of her personal priorities. Within two years, when she was ready, she moved back to a Director of Technologies role.
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