| Author: | Davidson, S. |
| Title: | The case for coaching and mentoring senior executives in a time of rapid change |
| Journal: | Organisations & People
2001 : NOV, VOL. 8:4, p. 9-13 |
| Index terms: | CASE STUDIES EXECUTIVES CHANGE ORGANIZATION |
| Language: | eng |
| Abstract: | About a year ago the author was invited by the Chairman of a medium-sized Financial Services company to see if he could provide some support to their 39 year old Chief Executive who had, as the Chairman put it, 'dropped his bundle' upon receiving the unexpected news of his third wife's abrupt departure from their marriage. When we unpacked the business results arising out of the punishing schedule, it became apparent that the new product launches had not achieved target and whilst market share of existing products had increased, the legacy of this was a burnt out sales force with an attrition rate of close to 30%. Obviously the CEO was not happy with this business result and was clearly devastated by his wife's departure. |
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