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Case Studies and Questions to Ask Yourself

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CASE STUDY: PRESSURE FROM ABOVE*

The owner of a local company has engaged you to coach a new manager, Manager A.  Manager A, while a very talented and effective individual contributor, has found the transition to management quite difficult at times.  The owner believes that with some coaching, Manager A will make a fine leader.

The owner makes it clear to you that she expects regular updates on how Manager A’s coaching is going, and how he is responding to the coaching.  You have noticed that during the last two update sessions with the company owner, she has started pressing you for details regarding what Manager A has disclosed during your coaching sessions, stating that, “I just want to help.  How can I help him if I don’t know what his issues are?”

Up until now, you’ve managed to successfully deflect her most pointed questions, but in today’s session, she told you point blank that she wants you to give Manager A “a Myers-Briggs test so that I can get a handle on this guy.”  She makes it clear that she expects you to share the results of the test with her, stating, “I’m paying, so I’m playing!”

While somewhat familiar with it, you are not trained to administer the Myers-Briggs Type Indicator; what’s more, you’re not sure you will be able to avoid the owner’s pointed requests for details of your coaching sessions much longer.

  1. How would you handle this situation?
  2. What parts of the any recognized code of ethics covers this type of issue?
  3. What obligations of confidentiality are owed, and to whom?

 

CASE STUDY: LAYERS OF THE ONION*

The CEO of a large corporation has retained you to enhance the performance of Senior VP, or SVP.  Up until now, she has risen meteorically through the organization, and came to the company with a demonstrated track record of incredible success elsewhere.  The CEO has noticed that her authoritarian management style, lack of empathy for other members of the organization, and lack of self-awareness have created havoc on the leadership team.  He expects you to give him regular updates on how the coaching is going, as well as your periodic assessment of how SVP is responding to the coaching.

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