When a key player is not delivering
From healthcare to commercial real estate to the finance sector, senior leaders call Centauric to help them determine how best to address key players whose performance is lagging. Centauric evaluates underlying causes, capabilities and blind spots to enable informed decisions about the best course of action. In most cases, Centauric employs a battery of standard assessment tools and supports direct dialogue among key players. In all cases the resulting action plan is customized to reflect the unique nature of the situation.
When a senior lawyer in a large insurance company had a direct and unpleasant interaction with the leader of a foreign affiliate, questions were raised about his fitness for more responsible roles. Centauric was asked to evaluate the lawyer’s leadership potential and interpersonal capabilities. We determined that he had recently joined the organization from an aggressive Wall Street firm and that he was a very caring and interpersonally skilled individual. The resulting plan involved expanding his conflict management and accountability skill set so that he had a range of culturally acceptable approaches that he could employ. Feedback across the organization recognized his development and six months later he was promoted into a more senior operational role.
When the CEO of a large organization became frustrated at the inaccuracy of budget reports coming from her CFO, she had to determine causes and solutions. Centauric reviewed the CFO’s mandate and his communications with the CEO to understand any ambiguity or misunderstandings. We also explored the workload and staffing of the finance organization. Ultimately, the CFO admitted that he was struggling to meet the needs of an organization that had grown in complexity. Through formal assessment and direct conversation, we helped all parties to answer questions about the highest and best use of this individual and his talents and how best to bring in a more experienced CFO. After six months, the individual found a new position in a smaller less complex organization.
Centauric helped the CEO of a professional services firm gain the clarity and courage required to make a tough personnel change. The head of the IT department had begun to struggle after the firm grew rapidly from 20 to 200 people. The CEO valued his loyalty and appreciated his role helping business make a start. But he had failed to pass a licensing exam, direct reports were in disarray and systems were failing. As thought partners and coaches, Centauric helped the CEO understand the issues and make a decision in the best interests of the organization.