At the start:
Business Unit Manager
in technology
Coco had also worked as a trainee at this multinational at the very beginning of her career. At the time, she was selected from a huge pile of applications because she was so different: more from the feeling, but still fitting into a very rational environment. In between, she had been away for years and, via various sectors and positions, was now back at the company as manager of an operational business unit.
But although it felt like coming home, she couldn't quite find her place. Was it her new management role, which really demanded something new from her, her new colleagues in the MT, who had to get used to her, or was it mainly with herself? She asked for help... and she got it, as a kind of onboarding after a year.
During our trajectory
The first thing that happened was that we were able to rename her request for help to what it actually was: a collaboration question! That put the whole situation in a much more positive and constructive light and gave us the space to investigate and experiment. Subsequently, we knew how to tackle and improve a few of her crucial relationships with that adage. And 'last but not least', through the use of a number of tools, she became much more aware of not only her pitfalls, but also especially of what she was good at and enjoyed.
And just when everything didn't seem to be going so well with all the good intentions (that often happens with pitfalls), help came from an unexpected quarter: a global transformation that needed a trigger in every country. And to cut a long story short. With that, Coco actually got exactly what she needed, namely a role that optimally utilized her connecting and changing qualities. But in addition, this also gave 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.
And then:
also change manager
This already sounds like a happy ending. But that's when it actually started. Because combining the two roles gave a new challenge: work pressure. This was mainly caused by the different speeds and priorities within her literally double management task. Because her business unit responsibility required a somewhat shorter-term focus and hands-on mentality with the associated management style. While her much more strategic and broader change role mainly required overview and innovative power, persuasion and collaboration and a hands-off management style. That all together gave a very different challenge again.
But fortunately, something else had changed at the same time: her self-awareness. She knows much better what she is worth and also where she is not at her best... and what she has to do then. That remains 'lifelong learning' of course, but also gives confidence and makes her environment see her grow, both at home and at work.
Coco is now full of fire again and has a plan. And no one will take that away from her anymore. Just like our collaboration; we would also like to continue that for a while - although probably a little less intensively.
Please note: This is a fictional case, based on a mix of experiences from my work with clients.
