The president of a large industrial business had lost faith in the Sourcing Director, a person that the president had hired within the past six months. The president asked Flow Consulting to help find a replacement.
Flow Consulting reminded the president that he was responsible for the success of his hires. In addition, Flow Consulting implemented a coaching plan with two aspects. The first aspect was to coach the Sourcing Director in specific ways to interact with the president based on the president’s style. The second aspect was to work with the Sourcing Director and her peers to change the perception of the Sourcing Director while she augmented the staffing of her organization.
Within three months, the president became convinced that the Sourcing Director had an effective long-term strategy and was well along the way to implementing that strategy. The peers of the Sourcing Director were allowed to interview key additions to the staff, and to help shape the long-term strategy of the Sourcing Director. The staff unified to work with the Sourcing Director to implement a sourcing plan that dramatically improved the performance of the business.