Representative Challenges: Coaching
To learn more about these and other past assignments and how they were addressed, please be in touch with Dan directly:
A results-oriented Director developed a reputation for berating employees, sometimes meeting them off-site to deliver threatening messages about their work, some of which came across as sexist.
A key administrator, who didn’t entirely trust others to be able to learn, experienced significant work stress and impossible hours. He reached out as a matter of health and well-being.
A highly accomplished scientist, occasionally paralyzed by the pressures of his work, didn’t feel he could talk with his boss about why he sometimes unexpectedly disappeared and failed to meet key deadlines.
After seventeen years as head of a social service agency an executive director found herself increasingly critical of her employees and regretting a secret promise she’d made to a son who’d died years earlier in a drunk driving accident.
A vice president for strategic planning, caught in sensitive, political redirection of her team, needed help figuring out how to communicate with a manager who seemed oblivious to the need for change.
A Vice President for development was losing trust with the team of donor specialists and fund-raising staff reporting to her. She reached out to better understand how her best efforts to communicate with her boss and her staff resulted in trust problems for her team.
A manager and an employee had worked together for over twenty years but their working relationship and communications had gradually deteriorated. She reached out for help to “stop the slide.”
A CFO struggled with a difficult situation involving an employee who was the sole person who could use key organizational databases, and who sometimes held the organization hostage by avoiding requests from peers and an immediate supervior.
A health care executive accused of sexist and racist behavior needed assistance in coping with shame, hurt and the tangible penalties enacted by the organization.