THE CONTEXT

A is an executive leader at a nonprofit that advances education. He works with regional networks, overseeing the distribution of grants, advocating for new policies, and measuring data to track program effectiveness and ensure equity.

When A’s nonprofit reorganized, he went from overseeing one group to three. After talking it through with his CEO, A decided to try executive coaching to help navigate this new level of leadership. He interviewed several candidates and ultimately chose Jennifer Olsen.

“The new structure was both an opportunity and a challenge. I had to think through my role and learn how I should conduct myself. ”
- A, Chief Program Officer

CLARIFYING THE VISION

Jennifer worked with A to set preliminary goals. He wanted to better understand his team and how he could better serve them as a leader. He also wanted to make sure he and his team were in alignment about what he should focus on.

Jennifer’s 360 assessment revealed that A’s team reveres his work with legislators and partners, but they needed more time with him to grow their own capacity to contribute. A was surprised to learn that the new people he was supervising saw him as gruff and impatient, but the results helped him reflect on how dramatically things had changed in his fast-moving organization.

“At first I thought, I’m not that way! People who are used to working with me don’t feel like that! I had to stop and think, hey, but these people haven’t worked with me before. I learned that I need to approach the relationship side of management differently.”

The feedback also helped A restructure his regular group status meetings to give them a clearer focus and make them more productive for his team.

PERSONALIZING THE PATH

Jennifer conducted an Integrative Enneagram assessment, which revealed that A resonated most with Style 7. These Enthusiastic Visionaries are eager to move on once they’ve figured something out, and can inadvertently leave others feeling displaced from the team’s journey. This insight helped A realize he needs to slow down to consider the feelings and needs of his team members.

"The Integrative Enneagram assessment was right on the money—I’m restless and get bored easily. I want to figure something out quickly and move on. I don’t always follow through, and I can give the impression that some tasks are beneath me. I learned that even if I’ve moved on to the next thing, I need to make sure I’m creating an environment where employees feel supported, valued, and appreciated.”

CATALYZING GROWTH

A has a new appreciation for setting aside time for his direct reports. Before beginning the coaching work, he’d sometimes cancel status meetings because he considered them a flexible, less pressing part of his schedule. Now he makes it a priority to block out that time and be consistently present. And instead of cutting to the chase, he takes the time to connect personally.

“I ask, ‘How are you? How’s the family? What do you need me to know about your projects? How can I be helpful?’ Non-work topics matter a lot more than I thought they did.”

The coaching also influenced how A structures his day. The team works in an open office environment, but A can be so focused on a task that he can seem unapproachable. To counter this, he now does 2-3 hours of focused work at home or a coffee shop so he can be more accessible and present for his team.

“The coaching has helped me put the work I do in perspective. I needed help recognizing that I needed to pull back and assess how I am showing up. I was always thinking about solving the problem at hand as quickly as possible. I needed to learn to slow down, explain my point of view, and take the time to understand my employees’ perspectives. I needed to put the people first.”

A reports that having a better understanding of where people are coming from, inside and outside of work, has helped him communicate in a more nuanced way that his team really responds to.

“Focusing more on the people increases productivity in the end because they feel heard and valued.”