A hard act to follow

A highly capable technology manager has the heads but not the hearts of his staff. He does not empathise and knows little about them. Can coaching bring some engagement to both sides? John is new in his role as head of technology. Though capable technically, his CEO says he’s not “getting the results from his people” and that he needs to be more of an inspirational leader. He is extremely bright with a responsibility for more than 600 staff and 12 direct reports. He is hard working, dedicated and respected for his honesty and integrity. Psychometric profiles reveal:
  1. He...

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