Executive Leader Coaching
A C-level executive at a major social services organization needed help to rebuild trust with both her senior team and Board of Directors. Wildfire was brought in to provide leadership coaching. We conducted an in-depth 360º assessment, and identified both “Diamonds and Derailers”, to help her effectively repair these critical relationships and capitalize on new opportunities.
This assessment led to individual and team coaching with her executive team. Not surprisingly, the team also needed to build trust and increase communication.
After delivering individual coaching, as well as leading two half-day team coaching sessions, the team is more cohesive, trusting and has a common language for problem solving. Overall, this group has experienced tremendous growth in individual and collective leadership capacity.
The Chief Medical Officer (CMO) at a major hospital had a challenging dynamic on her hands: her chief doctors only oversaw other doctors in their departments. Nurses, other health professionals and administrative staff all reported up to other leaders. The CMO knew that her chief doctors couldn’t be as effective as they need to be in this era of healthcare transformation. They needed to strengthen relationships and influence with peers outside their silos.
Wildfire was asked to design a Leadership Institute to help these chief doctors. In partnership with the CMO, we developed a year-long program of leadership skill-building and individual coaching for major department chiefs.
Results of the Leadership Institute include greater awareness of personal strengths and values, stronger relationships with nursing and administrative leaders, and new tools for aligning colleagues together behind common goals.
In the summer of 2015, Wildfire began working with a hospital unit in trouble. Doctors and nurses were barely speaking with one another; staff was over-stretched, under-resourced, and felt disrespected. The hospitals’ mission of putting patients first was lost. Hospital leadership made the commitment to get that focus back on track.
The kickoff of our work coincided with the hiring of a new department chief. The new chief was very open to our partnership. Following an in-depth assessment that included live interviews and a survey, we delivered the findings back to a large group of the staff and hospital leadership. Both groups felt our findings were on target, and most importantly staff felt heard.
We coached the new leader, held multiple team sessions to repair relationships, rebuild norms, and increase trust. A year later, the team has increased transparency and are working to solve long held structural problems so they can get back to the business at hand – putting patients – not staff squabbling – first.
For many years, Wildfire has provided a broad range of executive coaching and OD services to individual leaders and teams at a major international non-profit. We have become a trusted advisor to the organization, and can step in quickly to provide help where needed.
Last year, they decided to take a transformative approach to engaging all staff, nationwide. They wanted to strengthen morale and communication in support of their strategic plan. Rather than holding separate regional annual meetings, they wanted an organization-wide retreat, and called us in.
We designed the retreat with the senior planning team, and input from an all-staff survey. During the retreat staff participated and engaged fully, meeting that goal. Additionally, we unearthed a great deal about the organization’s underlying structural issues, which we shared with leadership.
Several valuable outcomes emerged from this work, in the short term, staff identified new communication tools and ways of partnering to meet their goals. Leadership recognized the need to treat staff as though they were customers. And, in the long term, the organization realized the need for a new approach to strategic planning.