Client Case Study
Coaching Duration: 6 months
“ I was first introduced to Kellan by a senior leader in my organization. I was having difficulties communicating with a specific colleague. I felt disrespected, I was beyond frustrated and angry with the situation, and it was affecting me in ways I didn’t even realize. It was affecting my work and home life and I knew that I needed some additional tools in my toolbox to grow and adjust how I communicate.” - Emily
Who & Why.
The Role.
Manufacturing and Warehouse Manager for Jamieson Laboratories, Ontario, Canada
The Coaching Goals.
Self-care
Mindset shift
Improve communication with team members/colleagues and manage reactions
The 7-Step SOAR Approach.
Step 1
Assessments
Typically this phase includes a Birkman Method and a qualitative 360 assessment. Emily had already completed a DISC so she shared the assessment results and the recent feedback she had been receiving to incorporate into coaching discussions.
Step 2
Goal Development
Based on the results of the assessments and conversations, we co-developed three goals for coaching discussions.
Step 3
Session with Leader
Often a program includes a three way coaching session with the leader’s manager at the beginning and end of a coaching program. In this case, I encouraged and coached Emily to keep her manager in the loop.
Step 4
1:1 Coaching
We adjusted our meetings based on the client’s needs. We met twice per week for the first 4 months and once per month for the last 2 months.
Step 5
Laser Coaching Sessions
Brief 15-minute check-ins and/or emails between sessions so that we could quickly troubleshoot any roadblocks, and celebrate successes.
Step 6
Review
Progress was reviewed throughout the coaching engagement. The final session was dedicated to discussing successes and identifying developmental opportunities to ensure success in moving forward.
Step 7
Checkpoints
At the 9-month mark, KBC checked in on Emily to support her goal maintenance. Another checkpoint is scheduled for the 12-month mark.
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The Results.
Communication: Understanding communication styles and the style of others, then altering my communication style to ensure that each party is getting what they need out of the conversation.
“Through our coaching sessions, we explored the concept of “managing up” – which is something that was new to me. We spoke about specific scenarios and interactions between myself, my director, and senior leaders. By understanding communication styles, I was able to influence decision making in a positive way. By adjusting my communication style to what others needed, I was able to clearly communicate my perspective and different ways of viewing situations that arose. My relationship with my director evolved into one with more respect, trust and openness.”
Self-Care: What can I say ‘no’ to? Understanding and developing boundaries to ensure I am present and choosing how I am showing up at work and at home.
“Part of our self-care conversations were around team empowerment and accountability. How I can encourage my team to make decisions and drive processes, allowing me more time for myself and my family. We worked on coaching techniques that gave my team the tools they needed to be resourceful. One technique I focused on was Giving Effective Feedback. It allowed me to have structured conversations with a specific focus, asking open questions, and responding in a way that challenged their way of thinking by posing questions back to them so that they would work out the solution themselves. Also looking at where I and my team were spending our time, and how I can be more intentional and strategic using a model Kellan shared adapted from Stephen Covey’s 7 Habits of Highly Effective People.”
Mindset & Managing Reactions: Work on being heard and the message I want to convey.
“When I felt baited or disrespected my communication style became reactive, and I was not conveying the message I wanted to in a manner that I was proud of. By working with Kellan, I finally understood that when I felt like I did not have structure, I became overwhelmed. We set up ‘sub-goals’ and Kellan was able to provide me with the tools I needed to stay clam and organize my thoughts, which allowed me to speak to facts and not speak out of frustration. Our sub-goals included staying calm and breathing, focusing on facts not emotion, and acknowledging the feelings of others without taking on their feelings. I am now in a place where I don’t take others’ reactions personally.”
Final Words.
“We also spoke about my tendency to be a ‘rescuer’, and the fact that I cannot take on other people’s emotions. This conversation really hit home, as I had been dealing with multiple employees struggling with mental health issues. Kellan helped me to understand and set boundaries to ensure that I was also focusing on my own mental health.
Kellan challenged me to be curious – ask questions, share experiences and not make assumptions. One observation she made was that I was tending to ‘get into my own head’. I was making assumptions as to how I thought my leader and colleagues might react, and in turn, I was creating a narrative that was not necessarily true...I was getting myself worked up for nothing. We worked on letting go, managing expectations, and acknowledging that it is necessary to have difficult conversations and to focus on the growth they provide.
Kellan challenged me to continuously grow and evolve, but also know my limitations, ask for help, and allow others to assist. She guided me to understand that asking for help is not a weakness, or an indication that I cannot do my job, but the opposite - something necessary to do my job successfully.
I feel like I am on a journey, and I am so very thankful knowing that I have Kellan’s support. She is genuine and truly cares.”
— Emily
