Case in Point: Paul
Paul was a vice president of sales and marketing for one of three divisions within a large healthcare company. His goal was to eventually become the president of his division. In addition, should the situation evolve where the top sales leadership position for each division were to become consolidated under the direction of one corporate-wide senior vice president of sales, this newly created position would be Paul's secondary career target.
During our initial coaching session, I discussed with Paul a problem that he needed to overcome, which was that his executive team was beginning to question his ability to contribute as a strategic thinker. Paul disagreed entirely with this assessment and challenged me to provide an example. ...
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