Executive Coaching in Action: Out of Favour or Out of her League?

This is the case of a British executive in a UK multinational. The business had grown significantly since she first joined, and this success was attributed largely to the entrepreneurial CEO, with whom she had worked very closely. The CEO was succeeded by a very different individual who came from a well-established, structured US multinational high-tech firm. Our meetings were prompted by the new CEO as he built relationships with his new leadership team. However, it was these relationships that emerged as the critical focus during the ensuring coaching sessions.