Transforming a Division: How I Helped a National Sales and Customer Service Company President Realign His Team and Save His Career

When I was hired to coach the newly appointed division president at a national sales and customer service company, things did not look good. He was creative and passionate, but his style didn’t mesh with the executive team or his direct reports. Many of his employees received mixed messages, and his sarcastic comments didn’t help. Worse, other departments were hoping he would fail and leave.

The CEO gave me a clear mission: to save the President’s career. Given their high investment in relocating him, a lot was at stake. But the President wasn’t aware of how poorly he was being perceived and was determined to keep doing things his way.

The Problem: A President Out of Sync

The President's key issue was his communication style. His sarcastic remarks confused and demoralized his direct reports and his abrasive nature alienated other departments. If something didn’t change soon, his contract—only six months from expiration—would not be renewed.

The Solution: Leadership Coaching and Role Redefinition

I began by gathering data. I interviewed his direct reports, observed his interactions, and even surveyed employees. This process made it clear that the President’s role needed to evolve. He had to stop managing day-to-day operations and start focusing on developing talent.

We worked together on leadership training and business strategy. I gave him actionable feedback to help him adjust his behavior, including engaging more effectively with his team and the broader company.

The Results: A $3 Million Turnaround

The President’s division saw a $3 million bottom-line improvement in just eight months. He redefined his role as a talent developer, which opened up opportunities for him and his direct reports—two of whom were soon promoted. The turnaround in employee satisfaction was evident, with significant improvements in survey data. Eventually, the President was rewarded with a new employment contract and long-term incentive bonuses, and high-potential employees from other departments eagerly joined his team.

It wasn’t just about saving his career but transforming his leadership approach, and the results speak for themselves.