A Fortune 100 industrial equipment manufacturer was about to go into global expansion mode, which meant that its senior leaders needed to do things differently than they had done in the US. As the culture was based on leaders being the experts, executives were not used to getting feedback or deferring to others who knew more about how to operate in different regions of the world.
To support this shift, the CEO wanted Cambria coaches to work with him and his senior team. The company’s Global Leadership Forum would be the ideal opportunity to announce this, but it was only weeks away. Cambria made sure that the CEO was able to stand before his 500 global leaders and say that he had a coach, had already met with that coach, and had gotten feedback on his strengths and weaknesses – a powerful and remarkable statement. To set the example, he also shared his feedback with his senior team.
The CEO and the senior team worked with their coaches over two years. The result was an amazing openness to learning and feedback and a culture change that was noted throughout the organization — and by the board.