When Promoted Into A
Regional / International Role
Vertical Divider
Most Common Situations
1. "Hardship" locations
2. First overseas assignment
3. Promoted into stretch role
4. Inheriting "high-stress" team
5. M&A / Department integration

Most Common Challenges
1. Time management
2. First 90 days priorities
3. Stemming resignations
4. Stakeholder management
5. Leading multi-cultural teams
6. Strategising at a more complex level
7. Multi-geography matrix reporting lines
8. Establishing credibility with inherited team
9. Managing complet stakeholder expectations

How I Can Help You
1. Clarify priorities
2. Reconcile conflict
3. Remain authentic
4. Expand perspectives
5. Stakeholder mapping
6. Become culturally agile
7. Expand leadership toolkit
8. Highlight blind spots / biases
9. Make explicit your leadership intention(s)

How We Can Work Together
1. First 90 Day: Weekly Check-in package
2. First 90 Day: 10 sessions package
3. First 30 Day: "Shadow" package
4. As-Needed
Case Study 1
Coachee's prior role: Global Account Lead
Coachee's new role: Director, APAC
Industry: Chemical
Client Situation: 
  • Long time employee with exemplary track record.
  • All previous 3 directors did not last more than a year.
  • Inherited highly stressed team in the midst of Covid.
Coachee’s Challenge: 
  • Unable to deliver on prior director's commitment as projections were not grounded in operational reality.
  • Temporary direct reporting line meant coachee had limited and qualified senior management support.
  • Unable to fill strategic positions given international relocation restrictions.
Coachee’s Takeaway: 
  • Co-created decision framework to distinguish between "burning platform" and "can wait" priorities.
  • How to communicate in order to mitigate potential risks arising from absent committed sponsor.
  • Experimented with various communication strategies to de-escalate emerging conflict within the team.
Case Study 2
Coachee's prior role: Country Head
Coachee's new role: Managing Director, APAC
Industry: Precision Manufacturing
Client Situation:
  • Consistently high-performing sales person.
  • Within a year of being promoted into role, team members indicated discontent with coachee's leadership style.
  • Global senior leadership (GSL) perceiving coachee to be struggling with expanded responsibilities.
Coachee’s Challenge: 
  • Difficulty influencing a high-performing region to align with regional strategy.
  • Struggling to lead a culturally diverse, and geographically distributed, leadership team.
  • Believed that the numbers "speak for themselves" so that is enough to secure GSL's confidence.
Coachee’s Takeaway:
  • Clarified coachee's own needs and adjusted expectations vis-a-vis the high performing region.
  • Successfully transitioned a key member of the leadership team into a new country.
  • Expanded communication toolkit to better manage diverse GSL stakeholders.