A story told by Pamela Pritchard

The Context:

By most accounts, he had the world by the tail. A skyrocketing career, stimulating portfolios, high visibility and all the external trappings of power and influence. So bright was his star there seemed no limit to what he could achieve. But, with great performance came great responsibility and great pressure - and the politics of power. The pressures to deliver while worrying about the boss's perceptions and how that might affect the next promotion were unrelenting. His behaviour began to be driven from fear of non-performance and missing promotional opportunities rather than a clear sense of purpose and mandate. And, as the pressure to perform grew, the external niceties of power began to wane.

As a result, he felt stagnant, empty and began to question his future in the Public Service. Status was no longer a satisfier and playing the politics of manoeuvring for the next promotion had lost its lustre. Also, he wasn't enamoured of where he was working and felt very disconnected from the reality of public service. He knew that he was in crisis and facing some extremely important decisions that would affect his whole life. And, while his personal life was solid and supportive, he decided to seek out the counsel of an objective third party with experience in his professional world. A number of colleagues suggested he work with Paul Lefebvre, a professional coach and member of The Leadership Network.

The Goal of the Coaching:

He didn't really want to leave the Public Service but he needed to redefine his relationship with his work, particularly his fear of non-performance. That meant deep introspection and a re-examination of core values to provide a renewed sense of purpose, engagement and energy. He was a man trained by science, quantitative measures and accounting practices - a master of linear thinking - but he recognized that he needed to approach this transition from a new perspective and be open to being surprised. The decision to work with Paul stemmed in part from awareness that he could not step out of his habitual "way of being" in the world without assistance.

Making the Coaching Relationship Effective:

Initially, the coaching relationship evolved from a series of conversations and new perspectives. The client felt at ease with Paul and trusted him. He was honest, intuitive and clearly wanted to help and support this transition. The client found that his intentions were an embodied reverence for life combined with the qualities of sharing and co-operation. At the same time, it was clear that Paul would not be afraid to push him into looking at things he didn't necessarily want to see. From the outset, his status and power counted for nothing in the coaching relationship. Paul saw him and respected him as a human being struggling with life issues and worked with him from that perspective at all times.

The Coaching Program:

The program evolved from a series of conversations. Initially they didn't even talk about his work; instead they discussed his hobbies and explored his love of music and reading and how reading about leadership could support his growth. Paul had him engage in practices that seemed really "goofy" and New Age - things like sitting quietly and attending to his breath and the silence around him. Odd or not, he committed to trying them out and soon found himself connecting differently with his body. He developed new awareness of how his emotional, intellectual and physical realms were entwined. A new picture of himself was emerging as he learned that the real journey of life was about being a human being with consistency and integrity - it wasn't about external trappings at all.

Once he was well along the path, Paul asked him to go on a solo retreat with flip charts, markers and "sticky" notes. He was to reflect on what was most important to him and what made him feel most alive and connected. For hours, he sat and stared at blank pieces of paper and bare walls, wondering where to start - feeling "goofy" and alone. Then, ideas began to take form and he began to write them down. What emerged as being of utmost importance to him was working with people to build and strengthen community and improve their quality of life - that was why he had joined the Public Service in the first place.

That insight brought him up against his current role in a high level job in Ottawa - far removed from his roots but with significant influence and visibility. His options were limited: go back to a region with reduced status and power, stay in Ottawa to work in an operational department, or leave the Public Service. When he discussed the results of his retreat with his coach, Paul suggested he go home and talks things through with his spouse and gets an honest response to his dilemma. They had a lengthy conversation about their core values and what mattered most to both of them. In the end, it became even clearer that the choice was not about money or status for either of them - returning to a region was a very palatable alternative. He had an equally candid conversation with his boss that was remarkably freeing and opened up all kinds of possibilities to explore.

Things began to shift. Once his fears about failure, non-performance and loss of external status evaporated he experienced new energy, focus and enthusiasm. A new job opportunity came up and he approached the process without identifying with winning or losing - he was calm, honest and able to engage with his whole person, not just ego and intellect. He won the competition and found himself in a highly operational position with direct links to citizens and communities - much truer to his roots and values.

The Outcomes of the Coaching:

Coaching changed his life for the better by supporting the journey he needed to take to lose the fear of things external to himself. As he gained more awareness of his fear-based behaviours and their impact on his life, he gained new perspectives on life balance and how to foster more of it. Sitting - which seemed so weird initially - became a regular meditation practice that quietened the internal chatter and enabled him to connect more deeply with his essential values. He had more energy and zest, people were seeking him out to talk and bounce ideas around, particularly on issues with interpersonal dimensions.

His coaching program is has been complete but he has stayed in touch with his coach.

Tips for Managers Who Coach:

• There must be a commitment to being coached - a desire to be coached - because it can be scary sometimes.
• It's important to examine parts of the self that are tough to look at - fears, true motivations, being right - the process demands honesty.
• The longest journey is from the head to the heart and the office is part of that journey - be patient and expect the process to take place over several months; this is not about quick fix.
• It's not essential to be right - you'll discover the power of vulnerability.