"I met CT in an autumn morning when, together with his boss, a nice French man, talking about the support he needed to take over the new role: The director of a division, becoming a member of the Executive Board in a production company, one of the biggest employers in Romania. The job was a regional one, and CT had returned to Romania after an international assignment. Missing Romaniațs facilities for about four years. We worked together a year to ensure that it is fully able to take over the new challenges: To build and refine his vision of the Division and his role asa Board member, the main lines of action. To get to know the key people and understand their relationships and dynamics. To understand their own expectations of how they expected to work together, becoming aware of the potential obstacles, to reframe situations and find internal resources for difficult sutuations. To understand and finally define who he wants to be as a leader of that division. Is he successful today? …He is one of the most active leaders in his company, he has transformed the division and enjoys his results."

"The autumn of 2015 brought me together with a top management team facing a big organizational change. Reorganization of the business at the regional level, brought a lot of new elements around organizing activities, processes, and flows together with client portfolio. Team without new people, and without the need that some people should leave. Apparently good news. I say, apparently, because fighting the familiarity and potential inertia creates more danger around implementation of change, compared to a drastic decision, saying: ” where do the following...full stop!” Or in any case, develops some other organizational pains. My role has been to accompany the team of top managers in reflecting around the steps, and the speed of implementation of the transformation. 2025 common goal, but mostly to develop and regulate the collaborative mechanisms between them. To clarify expectations to offer the possibility to declare and show vulnerability to offer feedback, and to make coherent steps on the journey they became accountable for. Our journey took over an year. After team workshop, something like group coaching, I was working with each of the top managers, individually in coaching sessions, in order to facilitate a more rapid adaptation to the new structure and working ways, to facilitate creation of a vision of their own role in their department, and to calibrate potential difficulties between them. After one year we had a follow up session and we had the occasion to enjoy and celebrate together because they presented in front of the full organization, their results asking their people for feedback. The company has passed very well through the reorganization stage, and today they have a very solid position in the regional market. We continue with group coaching sessions once every 6 to 8 months and we discuss the relationships and the progress they are making together as a team. "

"The vast majority of management teams have some degree of dysfunctionality. Sometime these are very softly insinuating and they do not become visible if a strong conflict is not a rising, or the business does not report bad results. People are getting used to it, and they use their flexibility to accept things that they don’t like behaviors that are not having a good impact just to avoid shaking the boat. But the boat shakes by itself and valuable managers are leaving the team looking for a less stressful and tensionate environment. I describe here the atmosphere of one of the top management team I was working with, more than one year. At that time, it was an open conflict between the production manager and the maintenance manager, pretty classical for a manufacturing facility. And the maintenance manager says he will leave the team. The teams lead by the two started to act similarly, sometime. The conflict was not open all the time but it was obvious at the second level of the organization. A lot of interruptions in the production. During my first visit to the plant from the other room, I was able to hear people shouting. We started the team coaching process and we worked together over one year, I had individual sessions with each of the team members, and in the team sessions, we brought the most burning topics. That was only one condition: to maintain a safe place, and speak only the truth no matter what. Of course, each of them had his own truth, and putting together personal perspectives, reframing situations and direct negotiation of the resources for a common goal have taken place. Defining, a common goal was the key element that brought the entire team into a ”safe port” and to continue to experience this place whenever the storm came in the way, they were working together."

"To be an Executive Board member in a multinational company is a rewarding place for professional success, and leaders are working many years in a row for this. It is also a very important responsibility and sometimes there is a high pressure on the shoulders of the person that coordinates the work of thousands of people or activities of hundreds of millions of euros. May be very nice from outside, but these people are not superheroes. They have a lot of concern to create a strong impact to be influencing, and to obtain resources for the projects and their organizations. Sometimes a overloaded they travel a lot, and they are overcharged. The fact they followed a very intense journey, and this step may represent the top of their career requires even more a clear vision around the future and around the way they want to offer a legacy to the business they run. What is the role of an executive coach? The way he challenged the person I’m talking about was around the vision around the legacy when he’s finishing his mandate as a CEO. The introspection around impact, personal values, vision around the future and relationships, the answer to the question: ”who do you want to be?”…” I closed the coaching process with inspiration and the peace the time on my way, a good way” . said the leader I am talking about. Was he managing a turnaround in his business? Was he generating growth results? Yes, but this are collateral. The greatest satisfaction has been brought by the dynamic conversations with a lot of sense of humor, pushed to the positive limit of finding inspiration to be a good man and a good leader."

"Large organizations have always the challenge to work in a matrix. The structures are complex with a lot of dotted reporting, and sometimes conflicting objectives, they need to manage the relationships with two bosses, one of them being at a distance most of the time. In executive coaching, supporting the leader to understand, and the depth his interaction style it’s a topic brought by many managers. IC is one of them, local Marketing manager to a division that covers the whole country and has the big concern on how to manage a large network of distributors, cover all the marketing activities and align to the regional objectives together with contributing with results from Romania, if any other country in the region needs it. He’s in a continuous race with a lot of effort and less time for reflection he feels the challenges of working with a directive boss sometime with ambiguous requests, but every time asking in the very last minute for something. We work together few months in order to make progress and feeling ready to negotiate an influence the relationship with his boss that he cherish, buti t makes him feel enough continuous roller coaster. Starting was defining, a personal version of his role designing the most important and valuable aspect for him in the changes he needs to make in the way he looks to this relationship. It seems to be difficult.IC makes progress and our coaching conversations are going many times in revisiting his own personal value, sad his principles of working with his team and his boss."