This blog post is a coaching case study involving a senior marketing executive in the medical technology industry, a client of mine about ten years ago. He agreed to my using this case, provided that his name, title and company remined confidential. Let’s call him Wayne.
A mid-level manager in his late 30s, Wayne was referred for coaching by senior management and the human resources department at his firm after a 360° assessment revealed that, basically, peers and subordinates didn’t much like working with him. Wayne’s reaction to this feedback, which came as news to him, provides some insights that may be of value to coaches and prospective clients alike.