Case studies

Executive Career Transition

Described below is a selection of case studies from our Executive Career Transition Support services. All names and organisational details have been changed to protect privacy.

Alastair

His Chief Executive role had disappeared through a merger and there was an opportunity to redeploy into a Corporate Director role in the new organisation.

Following the decision to merge five organisations into one, all the Chief Executive roles were redundant. A new structure was formed and opportunities existed to apply for the new Corporate Director roles in the new organisation.

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Sarah

Through restructure Sarah’s ‘Head of…’ role was disappearing and she was being made redundant.

Sarah had made the decision to take a redundancy package following the restructure of her department. During her notice period Sarah relinquished her role and wound her projects and responsibilities up.

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Simon

After negotiations Simon and the organisation had both agreed that he should leave the organisation rather than redeploy.

I was contacted by the organisation to support Simon following a protracted compromise negotiation. Simon had become very negative about the organisation and the way he felt he had been treated.

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Alastair, Chief Executive
An opportunity to redeploy following a merger

Following the decision to merge five organisations into one, all the Chief Executive roles were redundant. A new structure was formed and opportunities existed to apply for the new Corporate Director roles in the new organisation. Alastair found himself in a significant change programme he was not in control of, with responsibility for leading his organisation through the merger, as well as leading on strategic projects to bring about the new organisation.

The organisation provided 6 coaching sessions to support Alastair in his career transition. These sessions enabled Alastair to consider his options both within the new organisation and externally. Coaching provided Alastair with the personal space to talk about how he felt about the merger, the personal and professional impact this was having on him and his leadership skills.

Exploring external opportunities gave Alastair a positive focus whilst he was adjusting to the new organisation and the changes. The space to discuss issues meant that he was more positive in the work place and more optimistic about the future for his staff. He became more engaged with the strategic aims and goals of the new organisation and applied for and became one of the new Corporate Directors; seeing this as career progression.

Sarah, Department Head
Taking redundancy through restructure to set up her own consultancy

Sarah had made the decision to take a redundancy package following the restructure of her department. During her notice period Sarah relinquished her role and wound her projects and responsibilities up. This was a particularly challenging time and could have impacted her confidence and her attitude whilst still working within the organisation.

The organisation offered Sarah 6 career coaching sessions to help her move on. These sessions took place over 6 months spanning Sarah’s three month notice period and three months after she had left. This enabled Sarah to manage her transition, build her confidence in the future and have a realistic and achievable plan of how to achieve her career goals. As a result Sarah left the organisation with a positive attitude and, on leaving, launched what has become a very successful consultancy business.

Simon, Senior Manager
Support through a protracted compromise agreement

I was contacted by the organisation to support Simon following a protracted compromise negotiation.  Simon had become very negative about the organisation and the way he felt he had been treated and it was impacting both his performance at work as well as his confidence in securing a new role. The organisation provided Simon with 8 career coaching sessions. These sessions took place during Simon’s notice period and for three months after he had left.

The coaching sessions provided Simon with a private, confidential and non-judgemental space to talk about his situation and think through what he wanted from his future. These sessions enabled Simon to start to re-frame his perceptions of how the organisation treated him and to start to think positively about his next role. This was particularly important as Simon was working on specific strategic projects connected to the Chief Executive’s office whilst working out his notice. Also, on a personal level, his emotional response to the situation was affecting his performance when applying for and interviewing for jobs.

By the time Simon left the organisation he was very clear about what he wanted from his next role and had a number of realistic options to follow. He is now a director at a university working in his specialist area.

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