For this case study we picked NU AVEM NUME Company from Pakistan, an enterprise from

XXXX industry.
POVESTIT DESPRE INDUSTRIE.

The company is a South Asian family business with a deep saith culture. The model of
most saith companies is “one genius accompanied by many helpers,” which often leads to the
view that the business does not need managers and management – all it needs is the owner-
entrepreneur with his “helpers.” In this company the owner-entrepreneur shaped the company
culture for more than four decades after he started the company. He is respected as a visionary,
but like many saith-Sahibs, he was an extremely leader – immediately firing or sidelining anyone
who stepped out of line or fell out of favour. He was an extreme micromanager, overseeing every
aspect of the business. Mistakes were not tolerated, which directed focus on people’s weaknesses
rather than their strengths. Saith organizations are usually more interested in “Who is right?” than
in the question “What is right?” When companies focus on “Who is right?” employees are
compelled to either play it safe or become extremely political in the organization. This created a
culture of “covering yourself” instead of acknowledging mistakes and looking for opportunities
to learn from them, which ultimately stifled innovation and led to decades of low productivity.

The son of the founder took over as CEO of the company at the same time that the department
began to reorganize. The industry’s top players are frightened about their new evolving policy.
The young CEO is closely aligned with the new leadership and has personally committed to
being a major industry ally to push for innovation in the country. The CEO, not a micromanager
like his father and was reluctant to make sweeping changes to the organization at first, but
acknowledged the need for a major company culture shift. Under his leadership, the company
hired a training manager who had an audit which concluded the following skills to be achieved:

 Effective Communication Skills

 Social Intelligence
 Emotional Intelligence
 Leadership
 Teamwork
 Decision Making & Problem-solving
 Flexibility & Adaptability
 Strategic Thinking

1.
The hired coach started speaking with the executives of the company and then meeting with the
team of directors to better understand the needs of the department. Due to the deep-rooted saith
culture, the team was overworked, discouraged, and underperforming. The operations and
finance departments were very critical of the new team and seemed to be making decisions that
inhibited their ability to make necessary changes for the digital transformation. This is referred to
as “putting them in their place.”
Taking all of these factors in consideration he decided to apply the “coaching with compassion
approach” for the executives.
Coaching with compassion will arouse positive emotions and healthy psychophysiological
systems, helping a person become more open to new possibilities, grow, and renew themselves.
As a result of the effects of emotional contagion, coaching with compassion is likely to have an
impact that extends beyond the coaching relationship to others in the organization, leading to
favourable outcomes at the individual, dyad, group, and organizational levels.
The process was organized as traditional one on one coaching and group coaching, both for six
months with one of the two type of sessions every week. For the first phase of the program was
chosen the “Ideal Self.” program. This started with a group coaching activity that helped each
director get a good sense of his vision of who he wanted to be, his values, and deepest aspirations
for the future. The second coaching session was an individual session focused on an assessment
of their current situation on both a personal and professional level where they identified changes
that needed to be made. The executives used their job descriptions as a starting point to identify
challenges that could prevent them from achieving their KPIs and also areas for improvement to
increase their executive presence and leadership skills. The third session was a group coaching
session about goal setting, followed by an individual session the next week where each director
started drafting realistic plans to implement changes based on their goals.

Then we moved into the second phase which was focused on creating awareness and assessing
strengths. we discussed the results in group sessions to create more understanding and
cohesiveness among the directors, and then again in individual sessions.
"This phase had a high effect for the managers who had never heard a compliment from the
executives until they participated in the exercise. The directors were so moved by the pride the
executives expressed for them and became much more empathetic to their direct reports,
Directors’ emotional intelligence significantly improved, and they were able to see themselves in
a new light"
The next month in our group and individual sessions we worked on a self-assessment of their
strengths versus weaknesses.
We then used the information from all three assessments to refine their visions and goals and
then make a realistic and exciting plan to implement necessary changes and address knowledge
or skills gaps in order to achieve their personal and professional goals.
The final phase of the coaching program continued the group and individual coaching on
alternating weeks and focused on coaching for designing actions and creating a wise decision
making process.
At the beginning of each session we agreed on a point of focus for the session, the desired
outcome, and measurement for success. A slight problem was represented by the small conflicts
between 3 executives coming from a department rivalry.

RESULTS
Using the three strengths assessments and our subsequent coaching sessions on the topic they
were able to foster more self-awareness in each director and set up several opportunities for
further discovery about how their challenges also impact their teams. In Phase Two they went
back to the initial Ideal Self and KPI assessments. Bolstered by more awareness they were able
to refine the desired changes and goals and design more impactful actions to address them.

PLANNING
Thanks to the exercise strengths vs weaknesses gave the Sales Director a new perspective on his
strengths and managing his energy for tasks. He was inspired to rearrange his daily schedule so
that he focused on his weakest tasks in the morning when he had the most energy and inserting
strategic breaks to ensure he didn’t get weakened by his least favourite tasks. He moved his
strengthening tasks to the afternoon when he typically felt a lull in his motivation and was
energized by focusing on work he enjoyed. He then used the same strategy with his team and
successfully increased their productivity.

Goal Setting
The Marketing Director and his team faced the toughest sales targets they ever had during the
two quarters we worked together. He was a natural leader with strong emotional intelligence. He
replicated many of the activities from our coaching sessions with his marketing directors and the
team was not only able to meet, and exceed their promotion targets, several advertising directors
utilized their new self-awareness and to change their unhealthy lifestyles and lose significant
amounts of weight. The executive also reported that his team were enjoying more time with their
families than ever before.

Results
At the end of the six-month program, the team displayed higher levels of cohesiveness, improved
communication skills, greater social and emotional intelligence, adaptability, and leadership.
Every director had made a noticeable improvement in each area. The Finance Director was
delighted with the impact that coaching had on her team. They were easier to manage – “they
didn’t bring problems anymore, they brought solutions”, the morale in the entire department was
boosted as the directors became resonant leaders, and the department met its KPIs for the two
quarters.