What do we see when we reflect deeply? This issue: being truly present in the midst of redundancy
by Lindsay Wittenberg
Graham is a divisional director in an international company based in the UK. When he started his coaching programme his team wasn’t gelling and the business wasn’t performing well. Rates of absenteeism, sickness and stress were high, and Graham was facing the threat of closure of the division if performance didn’t improve.
Shortly before the fourth coaching session, the decision was indeed taken to close down the division, and Graham began implementing a redundancy process, working towards his own ultimate redundancy too.