Developing Softskills
This executive, a vice president with a staff of over one hundred people, was responsible for developing new approaches to very complex requirements using new technologies for a major financial institution. He clearly had an extraordinary ability for technological innovation. Furthermore, he was passionate about his work which led him to be intense and to dominate his staff. However, his most recent performance review noted his need to enhance his “soft skills” in handling people. His style was described as too fast-paced for some of his staff, who sometimes viewed him as too demanding. His contributions to the organization were commensurate with being promoted to senior vice president, but his interpersonal style was a barrier.
In addition to goals to become a better listener and to allow more time to build relationships with peers, one goal focused on increased use of influence to get ideas accepted rather than using a forceful approach. During this coaching engagement, he was encouraged to experiment with new approaches in dealing with people. For example, he was encouraged to try to be the “last voice” rather than the “first voice” when discussing complex technical issues. This change required enhanced listening skills and allowed his staff to develop ideas before hearing what the boss said. To build relationships with peers, he was challenged to have lunch once a week with someone at his level.
A notable insight came from a reorganization that was taking place during the coaching engagement. The number of his direct reports was being reduced from four to three and most of the responsibilities of the fourth direct report needed to be reallocated to the remaining three subordinates. The executive’s normal style would have been to work on this reorganization independently of his subordinates and announce the new alignment of responsibilities. With the coach’s encouragement, the executive asked his remaining three direct subordinates to help him solve the problem. When the final structure was agreed to and accepted, several decisions emerged that the executive would have not recommended himself because he felt that they were too controversial. However, the subordinates, with an open forum to discuss the new structure, wrestled with these issues and recommended the adoption of several potentially controversial restructurings.
The executive felt that he would have come up with a plan that was at least 80% identical to the ultimate plan that was developed with his subordinates’ participation. He was aware that the solution was better than he could have accomplished on his own. The highest impact of this process was complete acceptance by his subordinates of the new structure. This learning experience of using influence rather than a forceful approach has become part of the executive’s style by notably increasing the participation of subordinates in solving complex organizational issues.
As a matter of timing, just as the coaching engagement was drawing to a close, the executive was promoted to senior vice president. The promotion was a result of his modified interpersonal style that allowed him the reward of recognition for his substantial value to the organization.