Krisi
Krisi was a vice president of recruiting at a growing staffing company. She had been with the organization for 12 years, starting at the bottom and gradually working her way through the ranks to become a member of the leadership team. Krisi was fiercely loyal to the organization and felt very strongly about contributing to its success. Krisi felt so emotionally connected to the organization that she would cry when she became angry or frustrated. The CEO was concerned that Krisi might not be able to grow as a leader because she was so emotional. Recognizing the value that Krisi brought to the organization, the CEO invested in coaching for Krisi.
Krisi embraced the coaching but couldn’t help be concerned that she was being singled out. She worried that the expectations on her were different than others in the organization and feared that she was not taken seriously. We completed a strengths assessment and a 360 feedback assessment that highlighted the respect she had in the organization but also concern about how she handled her emotions. We created a coaching plan. We agreed upon the following goals: 1) Develop Krisi’s ability to be less emotionally reactive when approached and to strategize how to respond before reacting. 2) Krisi will strive to create a positive overall working environment for managers, direct reports, peers and all others in the organization. The key objectives for Krisi were to “stop and think before she reacts” and to “reframe criticism from people as an opportunity to enhance her abilities as a leader.”
Through coaching, Krisi developed internal prompts she would tell herself when she started to feel frustration. These helped her to think before responding, leading to a more professional presence in the organization. The CEO, co-workers and direct reports have all noted the change in Krisi. The CEO recently promoted her to a C-level position in the organization.
Krisi was a vice president of recruiting at a growing staffing company. She had been with the organization for 12 years, starting at the bottom and gradually working her way through the ranks to become a member of the leadership team. Krisi was fiercely loyal to the organization and felt very strongly about contributing to its success. Krisi felt so emotionally connected to the organization that she would cry when she became angry or frustrated. The CEO was concerned that Krisi might not be able to grow as a leader because she was so emotional. Recognizing the value that Krisi brought to the organization, the CEO invested in coaching for Krisi.
Krisi embraced the coaching but couldn’t help be concerned that she was being singled out. She worried that the expectations on her were different than others in the organization and feared that she was not taken seriously. We completed a strengths assessment and a 360 feedback assessment that highlighted the respect she had in the organization but also concern about how she handled her emotions. We created a coaching plan. We agreed upon the following goals: 1) Develop Krisi’s ability to be less emotionally reactive when approached and to strategize how to respond before reacting. 2) Krisi will strive to create a positive overall working environment for managers, direct reports, peers and all others in the organization. The key objectives for Krisi were to “stop and think before she reacts” and to “reframe criticism from people as an opportunity to enhance her abilities as a leader.”
Through coaching, Krisi developed internal prompts she would tell herself when she started to feel frustration. These helped her to think before responding, leading to a more professional presence in the organization. The CEO, co-workers and direct reports have all noted the change in Krisi. The CEO recently promoted her to a C-level position in the organization.