How to Embrace the Use of Self Concept for Impactful Leadership
The challenge
Faysal is VP for Latin America with an international energy company and had led major transformations, tripling the value of the business from 2020. He is keen to consolidate his career at the organization by joining the board, but there are roadblocks. Informal feedback from some of the senior management team suggests he is viewed as something of a maverick: a free thinker, quite at odds with a company culture built on rigid structure and tradition. Faysal feels frustrated with what he sees as intransigence and a lack of vision within the C-suite and decides to bide his time and put these ambitions on hold. But something happens.
The company comes under investigation for some questionable strategic decisions. The ensuing financial crisis requires an urgent restructuring of the board, and key members of the C-suite are required to resign. Faysal is approached and asked if he will now join the board and move with his family to Europe. Faced with this opportunity, but conscious that there may also be issues ahead reconciling his approach with the company culture, Faysal seeks out the support of a professional executive coach.
The coaching journey
The coach poses a key question to Faysal. In his interpersonal interactions, the coach asks him who he wants to be in the boardroom. “The biggest challenge I face is refraining from being myself,” he says. To read the entire article, click here!
