His skills, energy, and expertise were needed for the over-all success of the merger. I was recruited and hired to offer “Executive Coaching” to this key manager.
At the time I started, the division was producing 1.5-2 million dollars of business per month, where three times this was expected. In the course of my coaching we worked on many areas to improve his skills of managing, communicating, strategic focusing, and personal self-care (necessary because his stress from the merger had caused him to be less productive, effective, and motivated.) In fact, his anger about the change in his responsibilities, who he reported to, and how the paperwork accountability had been altered from his previous routine, was so overwhelming to him that the VP of Human Resources feared his anger might exploded into violence or a harassment law suit.
We worked one time weekly and made progress in the first two months. The Executive Coaching began with assessments that uncovered his style and motivations. We built a program which started with stress management and self-care. (I wanted him to be able to survive the changes with less anger and frustration.) We worked on his communication skills, particularly listening.
inventory management