A ‘go-getting’ director in a hi-tech US business is being held back by the negative attitude of her vice president. He simply does not see a leader in her. Can coaching bridge the gap?

Susan is a very bright, career-orientated, ambitious single woman in her 40s. She is director in the contract division of a large hi-tech US company. Her considerable responsibility involves writing contracts for foreign work, including in Iraq.

Although she is quick, efficient and trustworthy, Susan has failed to impress her boss, the vice president of her division. His dismissive attitude tends to reinforce her habit of going it alone and she does not ask for his advice nor tell him of her progress. She sees no problem in working on her own; it helps her think more clearly and, in any case, she doesn’t respect his judgment. Her way of coping is to avoid him and, as she puts it, “keep my head down”.

The VP is outgoing and pleasant, known among his peers, subordinates and secretarial staff as being charming, pleasant – and lazy. He has been in his position for many years and seems to have no ambition to move on, yet he is not ready to retire.

HR has requested that a coach work with Susan in order to develop her leadership skills for more senior positions. Susan has readily agreed. Her VP has consented to her being coached, though he doesn’t consider her to be leadership material.

Leni Wildflower

Evidence-based coaching programme, Fielding Graduate University, California

I would have a discussion to let Susan know that the primary objective of our work is to help her manage her boss more skilfully. It doesn’t really matter if she’s cleverer than him. What she needs is to become more skilful in ‘managing up’.

Together we could devise a series of exercises to improve her relationship with the VP. These would include questioning him informally about his life and work, asking questions such as: ‘‘What aspect of the job do you enjoy most?” She could put her head round his door each morning to say ‘Hi’ and ask how things are going. She could ask his opinion even when she is fairly confident she knows the answer, just to include him in the conversation.

Initially some of these activities might be hard for Susan. “I don’t respect him,” she might say. I would ask whether her assessment of him or feelings were the significant issue.

As her new behaviour continued, the VP would hopefully become increasingly impressed with what he perceives to be qualities of perception and intelligence that, by his own admission, he had failed to notice before. Susan’s abilities would of course remain the same. The difference would be that she was now taking responsibility for managing the relationship with her boss.

Susan still might not think much of this man. But she would have learned to manage her relationship with him to the point where he would now be championing her for promotion.

Cheryl Vermey

President and CEO, Envision Coaching Inc., Philadelphia

It is rewarding to coach leaders who eye a progressive future. I would start coaching Susan to “put her head up” to gain a broader perspective on her world. Successful 21st century leaders see in 360-degree directions, are receptive to new ideas and do not go it alone. This may be Susan’s first coaching challenge.

There are three coaching themes that I would explore within the context of Susan’s broader agenda. What new knowledge and strategies does Susan need to develop to:

Manage herself? This theme includes exploring values about self, leadership and future goals. I would ask her: In service of what do you seek a more senior position?

Lead from other? This theme includes the values, goals and standards of her company and its current leadership. What can she learn from the VP? How is she closing herself off to opportunities by keeping her head down?

Lead for impact? Today’s leaders must be constantly aware of the impact they want to create and how to achieve it through conscious strategic thinking and relationship building.

Leaders must develop balanced character strengths to manage oneself in service of strong organisations that can carry out their mission effectively and with the greatest impact. Coaching Susan in these areas will ultimately serve her greater agenda.

Coaching at Work, Volume 5, Issue 5