• The team leader is very involved in the details and deals with the issues alone while undermining the efforts of other team members.
• Agreements among members of the group are rarely or never followed up and nobody is held accountable for contributions or lack thereof.
• Group spends a great amount of energy blaming and finger pointing.
• The group is often in a state of confusion regarding outcomes and accountabilities.
• Others describe leader as stubborn, set in his/her ways, unable to listen to other points of view.
• When under pressure, leader is seen as constantly shifting priorities and/or out of control.
• Tough issues are rarely or never confronted or addressed.
• The group meets frequently but has little results to show for it.
• Team leader is seen as very nice, but lacking the backbone to address tough issues within the group or concerning its members.
• Group productivity and creativity is floundering.

The Process

1. The ExecuQuest consultant meets with the client and sponsor to agree on the focus of the coaching, and to define the client’s developmental needs.
2. The consultant uses in-depth interviews and written assessments to obtain feedback from the client’s team-members.
3. The client completes written self-assessment materials in order to provide an insight to the client’s self-perception of his/her leadership style, managerial skills, etc.
4. The consultant observes the client on the job by attending team meetings and studying the client’s leadership skills.
5. The consultant prepares a comprehensive assessment report, which addresses the developmental needs of the client.
6. The consultant meets with the client and sponsor to present the conclusions of the assessment and to gain joint agreement on the focus of the coaching.
7. The consultant, sponsor, and client develop an action plan and clarify any rewards and/or consequences associated with behavioral changes.
8. Over a period of three to six months, the consultant conducts regular onsite coaching sessions with the client.
9. During this three to six month period, the consultant also meets with the clients and team members to bring about any necessary changes in group dynamics and to teach the client basic group facilitation skills.
10. At the agreed upon time, the original assessors will be canvassed once again to complete a written re-assessment to review the client’s progress.
11. The consultant meets with the client and sponsor to review assessed changes and to determine further action, if any.

The Components

• Facilitated Developmental Discussions between sponsor and client
• One-on-one Diagnostic Interview
• Team Sensing Interviews
• 360° Technology
• Self-Assessment Instruments
• Team Dynamics Observation
• Team Leader Assessment Report and Developmental Action Plan
• Individual and Group Coaching
• Group Facilitation
• Follow-up Assessment

• The individual contributor is well versed in their field of expertise but has no results to support this.
• The individual is seen by the organization as too focused on a specific sector and ignorant of the overall picture.
• The individual prefers being the expert and does not function as a team player.
• Others describe the individual as stubborn and close-minded.
• The individual consistently tries to secure allies in high power positions in order to enforce his/her ideas.
• When assigned to a cross-functional team, the individual tends to limit contributions to their area of expertise and expects the team to accept this input because of the individual’s knowledge.
• The individual is seen as good at what he/she does, but not qualified for a managerial position.

The Process

1. The ExecuQuest consultant meets with the sponsor to identify the concerns regarding the client’s performance and behaviors at work.
2. The consultant meets with the sponsor and client to agree upon a consulting and coaching process.
3. The consultant meets with the client to conduct in-depth interviews in order to obtain an insight into the client’s perception of his/her performance and behaviors.
4. The client completes written self-assessment materials to provide further information of the client’s self-perception.
5. The consultant interviews the client’s peers and customers to obtain information about the client’s patterns and behaviors.
6. The consultant observes the client on the job by attending staff meetings, encounters with key customers, and activities that involve others in the organization.
7. The consultant prepares a comprehensive assessment report, which addresses the developmental needs of the client.
8. The consultant meets with the client and sponsor to present the conclusions of the assessment and to gain joint agreement on the focus of the coaching.
9. The consultant, sponsor, and client develop an action plan and clarify any rewards and/or consequences associated with behavioral changes.
10. Over a period of three to six months, the consultant conducts regular onsite coaching sessions with the client.
11. At the agreed upon time, the original raters will be canvassed once again to complete a written re-assessment to review the client’s progress.
12. The consultant meets with the client and sponsor to review assessed changes and to determine further action, if any.

The Components

• In-depth Diagnostic Instruments
• In-depth Interviews
• 360° Technology
• Telephone Sensing Interviews with members of the client’s network
• Assessment Report
• Individual Development Action Plan
• One-on-one Coaching
• Follow-up Assessment