Can be part of a long term relationship
Done 1:1 online or face-to-face
Can look at high level ¦ big picture issues
Can be time bound and for a fixed duration
Can be done in a group ¦ workshop setting
Can focus more on short term challenges ¦ goals
Last year GRO.TEAM were invited by the CEO of a European airline to coach/mentor their newly promoted Chief Product Officer.
The CEO felt that overall the CPO was well regarded within the company but was struggling to…
Clarify the relative roles and responsibilities of Product and Technology.
Communicate effectively, particularly upwards to the board.
Meet expectations with general Product delivery.
Take enough personal ownership for delivery.
An experienced gro.team Coach | Mentor was carefully matched with the CPO and they duly sent two days together at the airline’s offices …
Together the gro.team Coach and CPO examined the CPO’s current context and perceived challenges…
Overall the CPO felt supported in her role but her challenges were that…
The company culture was more Project that Product based and needed to evolve.
She had a key skill gap and two under-performers in her direct reports team.
One of her teams was very old fashioned in its approach and needed to modernise.
The company needed to knee-jerk less and mature its prioritisation processes.
After the onsite analysis the gro.team person wrote up a playback that was presented to both the CEO and CPO.
Goals were created for both the CEO and CPO, and a date was put in the diary in three months to check on progress.
Three months later the gro.team Coach | Mentor returned for one day on site with the CPO to assess progress and things were pretty different…
The company was now treating new initiatives as product initiatives via the creation/early delivery and iteration of MVP’s.
Both of the CPO’s under performers had left the business and she was at the candidate interview stage for the key hire.
The “old fashioned” team had been on a cultural journey and had really improved the real and perceived effectiveness of their approach.
The company had improved the maturity to its prioritisation processes somewhat, but it was still WIP TBH…
These changes had set the CPO up for success much more effectively and she had…
Clarified the relative roles and responsibilities of Product and Technology.
Started to communicate much more effectively, particularly upwards to the board.
Created a small “Rapid Development” team to deliver business impact much more quickly.
Happily taken on more ownership for delivery now she felt she had more responsibility and control.
With quick wins delivered and short term goals achieved the gro.team and CPO relationship moved on to be one of mentoring rather than coaching and monthly remote catchups were set up to help the CPO build on her successes and continue to lead change successfully…
Fast forward to today and as the CEO puts it…”There has been a real transformation. The CPO is now a much more integrated member of the senior leadership team and is really helping to push our business forward much more effectively…”
Give our friendly team a shout for a non salesy chat about how we can get someone in your corner sooner rather than later…