STORIES

Our intent in sharing stories (ie. case studies) is to give you some further understanding and insight into how we collaborate, coach, and help solve challenges that can arise in running a creative business and that you may encounter in your company.

Note: All stories shared are compiled from real-life, work scenarios that Ellen Elfering, founder of Creative Coaching Consulting, experienced and facilitated. All names shared are fictitious.

Harassment and Inappropriate Behavior

CHALLENGE:

What to do with an employee (we’ll call Chris) who openly shares inappropriate stories and graphic photos of their dating life with other staff members. Complaints reported by multiple people in the company. 

APPROACH:

The first thing I did was to individually meet with those who had made these complaints, to ensure they knew that the Company and Leadership did not stand for such behavior and that swift action would be taken. I wanted to be sure that they felt heard and listened to, that their coming forward was appreciated and would remain confidential, and that they were offered a safe space to fully share their experiences. I partnered closely with Chris’s director (boss) and strategically we aligned on a plan to address Chris in person sharing the nature of the complaints that had been made against them, underlining the severity of the accusations and that should the behavior continue, they would be dismissed immediately. Everything was documented in writing, as is important to do with all matters around behavior and performance issues.

SOLUTION:

We were pleased that the quick positive result was the end of the inappropriate behavior that Chris was exhibiting, and importantly, those who were affected by Chris’s behavior felt supported and heard.

Learning to Direct with Confidence AND EMPATHY

CHALLENGE:

An employee (we’ll call Jo) of several years had grown and advanced within the company and taken on a director-level position. While super talented with their work, they did not have any confidence nor a honed skill-set leading and managing the people on their team. Jo was unsure how to provide feedback without being “disliked” by coworkers. 

APPROACH:

Being a confident, effective, and empathetic leader is not taught - it’s a skill that is modeled. Jo did not have access to such a model, so this is where I can truly help facilitate change. We were able to collaborate together in weekly, one-hour coaching sessions. At the beginning of each session, we would discuss how Jo was feeling about the past week, sharing wins and any challenges, we would role play at times allowing Jo to practice different ways of sharing feedback (both positive and negative), and as is a usual practice with coaching, I would provide Jo with “homework” to practice various things such as communication and feedback skills, learn and practice active listening, as well as read relevant articles, books, and blogs on becoming an effective leader. One very important piece of our work together was discussing and creating ways to celebrate – as a team, the work, individual contribution.

SOLUTION:

Within a few months, Jo stepped into being their own kind of Director, and a very good one. Jo’s team members grew to respect them more, plus the process and the work improved. Jo ultimately had more confidence and became the type of leader that others looked up to and wanted to work under. Jo became a Director that proved to be a great mentor and coach for others in the company as they were also growing in their career.

UNCERTAINTY DURING A time of Change in Leadership

CHALLENGE:

After several years managing a mid-size branding agency, the Managing Director left the company. The exit of this well-respected MD was a blow to many of the employees and the owners were concerned that people would leave en masse, the robust culture in place would be in jeopardy, and business and the work could suffer. A new CEO was hired and the owners needed swift stabilization and a smooth transition to secure employees and clients. 

APPROACH:

I worked closely with the owners, the in-coming CEO, and the members of Leadership to create a plan for the transition to new management. The plan was multifaceted in its reach - initially and most importantly having frequent, honest conversations with all of the employees (individually, as well as in group via “town hall” type gatherings), lending to the mutual building of trust and respect for the new CEO and the employees. I played a key role in facilitating these conversations, as well as providing one-on-one coaching for any employee who wanted, and became a regular sounding board and coach for the new CEO. I was also instrumental in the reviewing of talent, what was needed for the foreseeable future, and any gaps in talent/skill set that would be beneficial, providing recruiting services for multiple key roles. As required, I would also lead any on-boarding and off-boarding conversations.

SOLUTION:

With our unified and transparent work together, the majority of the employees stayed, business was secured with great work continuing to be done, and clients and business stabilized.