Starting point
At an energy provider, a technically excellent leader was overloaded. Satisfaction fell, turnover rose, new employees needed training, projects stalled and process improvements progressed slowly. Results failed to meet expectations, and the relationship with the leader’s manager was strained. The leader had already applied elsewhere.
Goals
Develop personal and leadership skills, resolve tensions with the manager, increase employee satisfaction, reduce overtime and improve results.
Process
LeadingX10 was followed by an initially intensive coaching process that gradually became less frequent. The first focus was self-management: setting priorities, saying no and becoming more assertive, particularly with the leader’s own manager.
Next came the eight essential leadership responsibilities, practical models and tools for recognising potential, understanding needs and motivation, giving feedback, listening and asking questions. Team communication, cooperation, coordination and culture supported the development of a high-performing team.
Results after nine months
- Overload ended, leaving time for family, sport and recovery.
- Challenging conversations clarified and professionalised the relationship with the manager.
- Onboarding improved and long-delayed improvements were implemented.
- Errors and rework declined, and results met expectations again.
- Employee morale improved markedly.
Feedback
“I recognised my own contribution to the negative developments. Coaching with Uwe helped me become more assertive, stop saying yes to every demand and communicate more clearly. I can now use my strengths better. I am no longer disengaged, and changing jobs is no longer an issue.”
