Mark was used to being the smartest guy in the room.
He was always quick to volunteer his opinion, first to speak, and kept talking, dominating the conversation. Meetings with his peers were tense, and projects were not running smoothly.
Instead of being a go-to guy, he was a go-from guy.
He was oblivious to this. He relished the “smart” image he had built up. After all, his technical knowledge brought him the promotion to head of his department. His promotion finally revealed what his team knew: he delivered results . . . alone, at the cost of relationships across the company and within his department.
Mark had known things were tense, he hadn’t realized that he was the problem. As our team shared the framework for identifying and cultivating relationships, he realized his intentions and actions were way out of sync.
Through coaching, we explored ways for Mark to adjust his behavior and approach:


asking questions vs. telling,


allowing others to talk first before offering his opinion,


spending time getting to know his critical stakeholders,


and asking them what they needed from him to help them be successful.


It was a rapid transformation. Relationships became more open and trusting.
Mark’s mid-year review evaluation was the best he had ever received. A 360 Feedback report completed during his coaching confirmed the change in approach was reaping benefits, not just for Mark but for his colleagues too.
One peer said, “He’s so much more approachable . . . he listens to others’ views . . . I feel more able to collaborate and work with him.”
Don’t wait for a crisis in your career to improve your people smarts!