This case involves a senior leader’s efforts to change the force of old habits, thus making him a stronger CEO succession candidate. The engagement unfolded over four years: (1) the initial phase of coaching, (2) the middle phase, (3) a consolidation phase, and (4) a final coalescence of his learning and behavior change. The work was enriched by the active participation of the organization’s CEO and another external consultant who guided leadership development initiatives for members of the CEO’s leadership team in this financial services company.
KeywordsBoard Member Emotional Intelligence Leadership Team Leadership Behavior Leadership Development
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