Chief Executive Officer (CEO) of a retail business. This challenge included enhancing leadership skills and emotional intelligence to effectively lead and grow the retail business.
Director of Manufacturing Operations in a mid-size privately held global leader in its business category. The Director of Manufacturing Operations was a task-focused authoritarian leader who needed to evolve into a well-rounded, inspiring leader with improved emotional maturity. This challenge involved transitioning from an authoritative management style to one that inspired and motivated the team while maintaining operational efficiency.
Head of Strategic Business Unit (SBU) in a Tier 1 IT Services Company based in India, responsible for managing an SBU with a revenue exceeding $1 billion.
Three CXOs in Indian operations of a large European business – Head of Manufacturing, Head of Sales & Marketing, and CFO. The three CXOs faced the challenge of improving people leadership skills and fostering effective collaboration at the peer level within the Indian operations of the European business. This challenge involved enhancing their abilities to lead their teams effectively and work collaboratively with one another to achieve organisational goals.
Regional Heads of a retail business. Three of the Regional Heads of a large grocery and general merchandising retail business faced the challenge of evolving into more strategic and people-oriented leaders while maintaining a strong focus on day-to-day operations. This challenge required them to balance long-term strategic thinking and fostering a people-centric work culture.
Outcomes
Identification of the specific leadership challenges faced by the client through 360-degree feedback collected by the coach ( one of the GHRLP partners)
One–on–one coaching sessions by one of the GHRLP Partners
Assessment of the client’s progress by his/her manager, the CHRO, and the coach.
