12 Nov 2019 Do You Want To Be Right Or Successful?
Do You Want To Be Right Or Successful?
In this series of articles, I will share real-life cases from my experience as an Executive Coach, and what I’ve learned about Leadership.
If these articles resonate with you, please share them with your team and colleagues.
If you’d like to discuss how Executive Coaching can help you accelerate your career, please contact me at Uri@thewilltochange.com
The Case Story
Michael was looking forward to his promotion to Executive Vice President (EVP) of his medium-size company. He was sure that the promotion will come at year-end. That is the time when the company announced its promotions.
Michael was a brilliant technology innovator. He had a creative vision for his company. One, he said, that will take the company to greater heights and make it a global competitor in its field.
He invested a lot in staying on top of the latest technological advances in Fintech, the company’s industry. Michael would go to many tech conferences, even venturing to Europe for special conferences that gave him knowledge and perspective he could not get at US conferences. He sacrificed a lot by being away from his family during his trips to London, Hannover, and Paris.
Upon his return from these conferences, he would always have several visionary ideas and competitive strategies, which he would instruct his IT team to implement. He was so thirsty for new technological developments that soon after he would return from one trip, he would get ready for the next one.
Michael trusted his team to execute his visions and strategies with little direction and guidance. And indeed, they did implement some innovative technologies for the company. He was proud of his team, and though they were proud of him too.
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Our first coaching session in the new year was in mid-January. As soon as I entered his office I knew that something was horribly wrong. But I did not say anything. I gave Michael the space to share what was on his mind, in his own time.
“I did not get the promotion.” He said. “David (the CEO) said I was not ready yet for the EVP position.” Michael went on the express his grave disappointment, especially given his contribution to the company’s strategic competitiveness during the past year.
“They can’t see the value that I am bringing to this company.” He said. “And he (the CEO) did not even tell me specifically what I need to change in order to make it to EVP.”
I knew that we will not have an effective coaching meeting, but I felt it was important to let Michael “vent” and express his frustration and pain.
At the end of the meeting, I asked: “Do you think it would be helpful if I meet with the CEO to hear his perspective. It may help us formulate a strategy to get back on track this year.”
“OK.” He said.
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My discussion with the CEO gave me a perspective on Michael’s performance which “threw me off balance.” It was completely differenced from the one I have been getting from Michael over the past year.
The CEO had several very clear points to share:
- The company’s leadership team and the CEO himself were not ready for Michael’s technology-based strategic vision for the company. The CEO told Michael that many several times, but he did not hear it.
- The leadership team felt Michael was looking after his own interests in traveling to so many conferences, especially the ones in Europe. They did not feel the company is getting the return on the cost involved.
- Additionally, Michael did not make an effort to become an integral member of the leadership team. Often they felt that he thought himself as superior to them, as they did not understand the technology he was advocating.
- Most surprising was the feedback from Michael’s team, which was communicated to the CEO. They felt that Michael was not engaged with his team and that he did not provide sufficient guidance and direction, without which his high-level visions were impossible to implement.
“I spoke to Michael several times about my observations.” Said the CEO. “But he would not listen. He always felt that he was right to push his far-fetched visions down our throats.”
How We Worked On the Challenges
“So what do you think I should do?” Asked Michael at our following meeting. “I know I am right. But they just can’t see it.”
“Do you like working here?” I asked. “Do you want to spend the next few years of your career at this company?”
“Yes. I do. Very much. I want to be a part of its success.”
“May I share with you my perspective, Michael?” I asked. “Sure.” He said.
“I believe that you have a choice to make. You can either continue to be right about your vision for the company, or you could be successful, by changing your approach completely.”
“I am willing to give it a try.” He said. “What do you think I should do?”
I proceeded to relay the CEO’s perspective and said: “I know that you see things very differently. But he is your boss, and they are the leadership team. If you want to transform the way they see the future of the company, you’ll need to take a different approach to persuading them.”
For the next few months, we worked on changing Michael’s mindset and behaviors.
Gradually, Michael realized that by traveling to all his conferences he was alienating himself from his peers and his team members.
He started to be more engaged in the day-to-day work of his team. He also worked on building close alliances with his peers, continuously thinking about what he can do for them, rather than only thinking about his own agenda.
How It Turned Out
A few months after Michael started to transform the way he saw his role, I had another meeting with the CEO. He did notice a change in Michael’s behavior. They were certainly fewer conferences, and Michael seemed to be more engaged with his team and his peers. But the CEO was not prepared to say that Michael’s transformation was complete. “There is more work to be done.” He said.
So it is still work-in-progress, but as an experienced coach, I feel that Michael is on the right track.
Perhaps I’ll write another article in the future, about how it all turned out.
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If you find this article of value, please share it with your team and colleagues.
Also, if you wish to discuss how Leadership Coaching can help you accelerate your career, please contact me at Uri@thewilltochange.com
