Stepping Up from SVP to COO
The Challenge
His introverted, detailed style had made Charles a successful engineer in this automotive firm. Newly promoted to senior vice president engineering, Charles needed to think less about being an engineer and more about being a strategic partner on the executive board. He also had frequent run-ins with one of his peers, and his presentation skills were lacking. Yet, everyone believed Charles had a great future if he could step up and meet the demands of his new leadership role.
The Solution
Since visibility at this level was key to his success, the PDI coach suggested that Charles set up informal meetings to help employees get to know him. Charles used a roving microphone, a few slides, and a prepared list of questions to better connect with his audience. He critiqued himself by watching video role plays and learned not to speak for more than a few minutes at a time. For large projects, Charles worked with his coach to keep his presentation concise while getting his message across. To enhance his executive presence, he eliminated any sign of hesitation from his presentations and consciously displayed confidence.
The coach facilitated a joint session between Charles and the peer he clashed with to help them see how their respective styles conflicted. The two men created a list of rules for future engagements. After a few weeks, both were perceived as being more collaborative, and they began to meet informally for lunch to build their personal relationship.
The coach also helped Charles create a “not to do list” to help him develop strategic skills and learn how to delegate. Charles used the Leader as Coach book to learn coaching skills to help him improve his interactions with his direct reports.
Charles then volunteered for some critical task forces and committees to learn from others. He read books on strategy, and since he was a history buff, read autobiographies of great military leaders to see how they created successful strategies. He learned that leadership versatility is knowing how to use the right style at the right time.
The Results
Charles’ presentation skills had greatly improved, and he felt confident about working with the media and legislative committees. He had impressed the board with his confidence and his ability to connect with employees at all levels. Eighteen months after coaching, Charles was one of several contenders for the role of chief operating officer. Because he was seen as self-aware, open to change, and willing to work cross-functionally, he was selected to take on the new role.