Marcia Crawford’s character is modeled on a number of excellent HR professionals I’ve worked with over the years. Some people enter Human Resources to bring order to compensation, benefits, legal compliance, and the administrative facets of HR. Others are drawn to the profession because they want to contribute to and improve the experience of employees in the work environment. They see the world of work as a place for people to bring out the best in each other and evolve personally and professionally.
Some HR executives have training in psychology, but the scope of their interest includes not just individuals but the organizational systems in which they work and the rigors of running a profitable business. Marcia’s passion and expertise are on the human development side of the continuum. She feels for Dan and his organization, and she understands the business impact of a failed project.
In this chapter Marcia, VP of HR, confronts a common situation. Brilliant, hard-working, driven executives can be blind to the costs of their abrasive management style. Lost productivity and revenue, attrition, and even share price devaluation are very real consequences of the way Dan operates.
Because Dan’s knowledge and expertise are critical to the project’s success, replacing him is not an easy option. It would be ideal to keep Dan and develop his leadership style. Marcia knows that coaching is often the intervention of choice for executives like Dan who cannot take time off to attend training. Coaching can give Dan the one-on-one training that only uses content that is pertinent to this mission critical project.
Previously, Dan had rejected coaching, but now with his limitations staring him in the face and his new health concerns, he is suddenly amenable.
Though coaching is highly cost-effective, it still requires financial investment. Like most HR executives, Marcia knows some of her colleagues view executive development as a cost, and not always a justifiable one. She believes good executive development produces a competitive advantage for her company. But mindful that others disagree with her, she needs Dan’s coaching to produce demonstrable results.
Marcia selects from her network of coaches three possible matches for Dan’s needs. Dan has agreed to interview them.
Let’s see how that turns out in Chapter 5.