An ingenious pioneer and the founder of a company that provided
    enabling technology to a burgeoning, $20 billion industry was
    returning to the position of CEO after two successive external candidates
    turned out to be poor choices and were replaced.  His COO and CFO
    suggested that he consider an executive coach.  Dr. Meyer was contacted and
    hired after an interview in which credibility and quick rapport were established.

    The organization was at a critical juncture concerning rolling out a new
    product line, changing infrastructure and strengthening the management
    team.  While questioning whether he was a good fit at CEO, the client was
    reinvigorated about growing the company, saw himself providing vision and
    constancy of purpose, cared about his company, products and people, and
    felt pressure to meet the challenges of being “the captain the executive team
    hoped for” and “keeping the company moving in a strong direction.”    

    Despite some unhappiness with previous work by external consultants, he was
    receptive and very open to our coaching work together.  We agreed to an
    initial ten-session coaching contract after which we would evaluate whether to
    continue.  Initially we focused on leadership and communication issues
    and his tendency for emotional reactiveness and occasional impulsive
    behavior.  

    Meeting weekly or bi-weekly, our coaching sessions soon passed the original
    contract and became open-ended.  That arrangement lasted for 21 months
    until the company relocated after acquisition and then continued on an as-
    needed basis for another 9 months.  This CEO expressed a strong preference
    for an unstructured approach to coaching in which Dr. Meyer served as a
    thought partner and reflector and a facilitator of the emerging process within
    each session.  Additionally, we dealt with unfolding work issues, product
    development, negotiating a buy-out, and the client’s psychological dynamics,
    expanding frame of reference and relationships with key partners.  The latter
    included customers, a sometimes contentious Board, a staff with varied needs
    and priorities, and an acquiring company.  On occasions, we included his wife
    in sessions involving planning for their future.

    The results of this excellent coaching relationship were broad-based:

  • Extended and frequent contact permitted in-depth work and
    continuity

    “Bruce has been the only really effective coach I have ever been with…he
    wasn’t so conventional, and he really challenged me to grow even through
    some hard moments.”

  • Expanded perspective and leadership capacity

    “He helped me get some distance from management issues and improve
    my skills in working with them… he really taught me a lot about
    fundamental group processes and how groups work in corporate
    hierarchies.”

  • Developed a coherent approach to managing an organization

    “Bruce is very calm, analytical, non-threatening and very knowledgeable …
    He had great instinct and knows . . . the various ways people in all their roles
    can be more effective - he helped me figure this all out.”

  • Improved understanding and skill in communication and
    relationship-building

    “New insights helped me analyze how people can work more effectively in
    my company. . . I was able to work better with [everyone].”

  • Leveraged a lucrative buy-out

    “He helped me manage the sale of my company - how to deal with all the
    people involved - to make the sale easier… this was a very stressful event,
    and I was grateful I had Bruce to help me out.”
Executive Coaching Case Study
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