Lisa: became the connecting
change-maker that she
always was
Angelique
Business unit manager
She had already worked as a trainee at this multinational at the very beginning of her career. Back then, she was selected from a huge pile of applications because she was so different: more in touch with her feelings, yet still fitting into a very rational environment. In the intervening years, she had been away, working in very different sectors and (marketing-like) positions. Now she was back at the company and in technology, as manager of an operational business unit. But she couldn't quite find her place there. Was she trying too hard to be 'one of the boys', or was such a step still a bridge too far, even within this great company? In any case, she was wise enough to ask for help... and to get it. So it became a kind of onboarding after a year.
That didn't quite come off
The first thing that happened was that we reframed her request for help into what it actually was: a collaboration issue! This put the whole situation in a much more positive and constructive light and gave us room to investigate and experiment. We then managed to address and improve some of her crucial relationships using that motto. And 'last but not least', by using a number of tools, she became much more aware of not only her pitfalls (which is what it all started with), but especially of what she was good at and enjoyed.
And just when things didn't seem to be going so well with all the good intentions (as often happens with pitfalls), help came from an unexpected quarter: a global transformation that needed a driver in every country. And to cut a long story short, she actually got exactly what she needed. A role that optimally utilizes her connecting and changing qualities, while also giving her the time and tools to further develop and digitize her business unit in the coming years. Something she had always been a pioneer in.
But she still lived happily ever after
This already sounds like a happy ending. But actually this is just the beginning. Because combining the two roles presents a new challenge: workload. And the problem of different speeds and priorities within her literally dual management task. Her business unit responsibility usually requires a more shorter-term focus and hands-on mentality, with accompanying management style. Her much more strategic and broader transformation role mainly requires overview and innovation drive, persuasion and collaboration and a hands-off management style. Well, 'from the frying pan into the fire' you would think.
But in the meantime fortunately, I think a few things have changed structurally. Especially her self-awareness. She knows better what she is worth and also where she is not at her best ... and what to do then. That helps enormously, but remains 'life long learning' of course. And as we say: self-confidence 'leaves on horseback and comes on foot'. But also her surroundings, both at home and at work, see her grow and that gives them confidence as well. She is now full of fire again and has a plan. And nobody is going to take that away from her anymore. Just like our cooperation; we aim to continue that for a while.
Case
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