Delivering Revenue Growth through Operational Accountability, Executive Team Development, and Coaching

A Human Emergence Group Case Study

This engagement extended over nine years through two CEOs and ended with the hand-off to the third CEO, who was then coached by the second retiring CEO serving on behalf of the holding company. It represents our ability to support your long-term change and to develop in-depth development plans upon which we then can coach trainers directly or hand off the assignment.

The CEO of this division of a publicly-traded company approached us to coach him and guarantee the parent firm at least a 10% profit each year. We assessed the situation and discovered four key problems that he needed to address:

  • Too much responsibility and too little success in the direct reports of the COO;
  • A chronically hostile relationship between CEO and COO;
  • A management group that failed to communicate directly in formal meetings, resulting in business conducted unofficially in gossip and informal hallway conversations; and
  • An organizational myth that that was used to rationalize failures in divisional production.

Over the next three years we coached the CEO to successfully address these issues. At the end of this time, the unit had almost doubled in revenue and had met and exceeded profit goals.

At this point, the CEO retired and one of the holding company’s division heads was named CEO. We began his tenure by gathering top executives from a range of fields to do an Ideal State Action Plan and personal development plan for the CEO.

We also performed an in-depth 360 for all function heads under him and developed both long term development plans and two-year professional development plans for each.

We then expanded our coaching to include the COO and the head of the most productive division, whom the CEO had deemed inappropriate to succeed him. Although the division head’s results were beyond reproach, he had a reputation in the company for being exacting, cold, and unapproachable as a manager, and he was widely seen to be unfit to lead the entire company due to this style.

Our coaching dealt with this division head’s social intelligence in relation to peers, reports, and the CEO and holding company executives, as well as the CEO’s blind spots relation to him. As a result, when the CEO retired, he named the formerly “inappropriate” leader as his successor, where he sits today. The company had almost doubled revenue again, consistently meeting or surpassing profit goals, and our engagement was complete.