I was relaxing on my holidays in the USA. On a sunny morning, Mohan, CEO of Grow Investment, called me. I completed a coaching assignment with Mohan about a year ago. In our conversation together, Mohan mentioned that he currently has a highly qualified, competent team reporting to him; however, he saw a lack of trust amongst his team members. As he knew that I had done team coaching for many leadership teams, he wanted to explore if team coaching would work for his top team and help to increase that trust among his members

My friend and fellow coach Suhas called me on a Monday morning. He had just returned after attending a meeting of all CHROs and  Heads of L&D of the large engineering company. He heard a presentation from one of the heads of L&D about a very successful team coaching assignment done by me. Suhas wanted me to meet and talk about my team coaching approach to the CEO of one of the group companies.

My encounter into team coaching began with one of my early coachee who was a Vertical head of a Global engineering technology company. He felt that exchange of ideas among his subvertical heads were not adequate. He also saw silos and he wanted this to change. Recognising this gap, he encouraged me to accept the challenge of coaching his team.

A coaching case report on helping a Project engineer lead the project like an owner by Pradip Shroff CEO Coach, Mumbai

The transition from leading a team of operations managers of one SBU to the position of Lead Sales director for a major customer was a double challenge.

Coaching Challenge: The Founder, CEO is chasing accelerated growth quarter after quarter. He finds it difficult to focus during meetings, and easily gets irritated on colleagues.

My case report on how I coached him to remain on top of his job and simultaneously helped him to reenergise his physical and mental health. Pradip Shroff CEO Coach, Mumbai India.

Rahul was identified as a potential leader of the business unit. In this coaching case, I will share how an aggressive global head of sales transformed to become the humble head of manufacturing unit. All names have been changed to protect their identity.

Promotion to head of sales at corporate level, under a new boss, simultaneously when the boss also has been promoted to the board of the company, leads to a 4-dimensional change for the VP sales. Recognising the complexity of the transition, the CHRO of the mid-size Pharma company invited me to coach and mentor the VP sales.

Onboarding an external President into a newly formed group of an organization with international presence is a challenge because of what is at stake. Recognizing the scope of work that was facing the new president, the CIO*, invited me to become his external coach and support him as he started his new role. In this blog, I share my case study and holistic approach to coaching this client. All names have been changed.