Executive Coaching Success Story

Jump To:
Executive Presence
& Advancement

SITUATION

The president of a Fortune 500 organization asked Roberta to help one of their Finance VPs develop his executive presence in preparation for a potential promotion to a Senior VP of Finance role. In his new role, the VP was expected to “play up a level” including:

  • Sharing his POV on the business (vs. just in Finance) with executives and when needed, be “in-the-moment” with senior leadership by asking salient questions and voicing his opinions.

  • Promoting partnerships with peers that mutually benefit the business units, the organization and himself professionally.

  • Balancing his strong task orientation with active communication with staff and peers; sharing expected outcomes, providing clarity on his thinking and engaging participants.

TOOLS & APPROACH

Based on a rigorous methodology and an individualized plan the VP set specific goals and worked with Roberta to gain the perspectives, skills and behaviors and approach needed to meet those objectives.

Showing Up Differently for Enhanced Executive Presence

  • A 360 “executive presence” assessment allowed the VP to clarify his brand through the eyes of key stakeholders and pinpoint which behaviors needed strengthening to enhance his presence.

  • By preparing beforehand with Roberta’s playbook, the VP's meetings and discussions became more engaged and productive, leading to better execution. He also began thinking more strategically about the steps and buy-in needed to succeed.

  • The tools and insights empowered the VP to be “intentional” in his communications and actions, leading to greater personal confidence.

Building Key Relationships and Increasing Effectiveness for Greater Influence and Strategic Impact

  • After completing a Relationship Map he started deliberately identifying and building strong relationships with key stakeholders based on his objectives.

  • The VP established monthly meetings with peers to understand their business unit’s hot topics, their concerns, and the key areas of risk that he sees within their business and across the portfolio.

  • Using stage directions he focused on his top 3 priorities when scheduling items, delegating non-strategic items, and fostering key conversations and meetings.

Developing a Strategic and Broader Business Viewpoint

  • The VP shifted his efforts and focus in two ways. He is taking the time to analyze what is driving results and the strategy of each business unit, and he is initiating asking key questions around his peer’s business issues.

OUTCOME

The VP has developed a stronger and more strategic presence with senior leadership. As part of his development, he better articulates specific opinions, offers counsel-based information and data, and comfortably asks questions and challenges others.

  • He was promoted to Senior VP of Finance.

  • He has broadened his role to business strategy partner.

  • Post-360 assessment results supported that decision makers noticed his improved executive presence. The VP also received direct feedback from the most senior levels of management that he presented himself confidently and came across as assertive.