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Coaching for Emotional Intelligence

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Meet Jan, Steve and Richard.

Jan

Bright, talented 20-something employee at an international consulting firm. Exceptional analytical and writing skills. Less-than-exceptional people skills.

Reason for Seeking Coaching: After a disastrous performance at her first and only client meeting—according to her supervisor, she interrupted, invalidated, lectured and demonstrated a lack of respect—Jan’s been benched. She knows her career options will be limited if she continues to be relegated to data analysis and report-writing, so she’s sought coaching voluntarily.

Steve

VP of manufacturing for a global satellite television company, charged with overseeing plants around the world. Able to get work done on time and under budget while still ensuring high quality. Unable to communicate respectfully to his supervisees.

Reason for seeking coaching: Steve’s supervisees have described him as hot-headed, hostile, demanding, dictatorial, abrasive, rough around the edges and even toxic. Several talented employees have left the company because of his management style, and disengagement is a problem among his remaining supervisees. His company has asked him to work with a Leadership Coach to become more respectful of others.

Richard

Business analyst and liaison to the IT department in an insurance company. Known as “the nicest guy at the office.” Also known as “the guy who never says no.”

Reason for seeking coaching: With so much on his plate, Richard ends up working nights and weekends to finish the tasks he’s taken on, and assignments still go uncompleted. He feels like he can never get ahead, and sometimes feels like an imposter. Plagued by self-criticism and indecision, he’s enlisted a coach as he decides whether to stay in his position or seek work elsewhere.

Q: What do Jan, Steve and Richard have in common?

A: The all lack social and emotional intelligence.

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