 About
The Coburn Company
Leadership
Development
Team
Development
Career
Management
Conflict
Resolution
Training
and Workshops
Assessments
Contact
Us
 |
Case Studies
Leadership
Development
|
| Contacted by |
Human Resources Director |
|
| Problem |
A high potential manager was
having difficulty resolving conflict with a team member
and was perceived as too controlling and rigid by his
peers. |
|
Impact |
The company would potentially
lose a valuable team member due to conflict, and the way
his peers saw him limited the manager's potential for effectively
influencing and leading change. |
|
| Result |
Using a combination of assessments
and individual coaching, the manager has learned to successfully
manage perceptions. He is seen as a leader in his division. |
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Team
Development / Collaboration
|
| Contacted by |
Manager of Purchasing |
|
| Problem |
Her team was not collaborating,
sharing information or resources. |
|
Impact |
Inefficient duplication of efforts,
no cross training within the division, people avoided each
other and didn't share information and resources. |
|
| Result |
Developed and executed a
plan for team coaching that significantly increased trust,
collaboration, strength and results. |
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Career
Management / Transition
|
| Contacted by |
Program Director |
|
| Problem |
She was not sure if she should
stay in her current role and organization or move on |
|
Impact |
She felt like she was drifting
and had lost energy, excitement and motivation for her current
role. She was not able to be as innovative or effective
as she wanted to be. |
|
| Result |
Partnered with program director
to create a project plan that clarified career goals and
opportunities. She stayed with her current organization
and was promoted within 12 months. |
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Conflict
Resolution
|
| Contacted by |
Senior Line Manager |
|
| Problem |
Boss/subordinate conflict |
|
Impact |
Lack of communication and results;
they were avoiding each other |
|
| Result |
Created a project plan for
subordinate that clarified goals and expectations. Coached
employee to successfully “flex” her communication
style. Using individual and facilitated three way coaching
sessions (with employee and boss), subordinate was promoted
within 18 months. |
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Training
and Workshops
|
| Contacted by |
VP of Human Resources |
|
| Problem |
She felt her employees were
not clear on how to effectively handle diversity issues—
she was having a number of employee relations issues and
visits. |
|
Impact |
Lawsuit exposure and time involved
in dealing with the situations. |
|
| Result |
Designed, developed and facilitated
an on-site workshop that significantly decreased employee
relations issues and resulted in a subsequent booking
on an additional topic the following year. |
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