Red Zebra Consulting

Open: Mon-Fri: 09:00am-5:00pm

Success Stories

Peter had been focused on two local markets when COVID hit. Almost overnight demand for his healthcare products exploded on a global level. Peter was struggling to understand how to respond to such dramatic growth in a sustainable way. Peter requested a blend of coaching and mentoring. After 4 session, Peter had defined his priorities for the short, mid and long-term, confronted limiting assumptions to market-expansion and explored new approaches to market-expansion. As a result, Peter hired in critical sills, developed limited internal resources, and gained entry-points into three new countries within a matter of weeks.

CEO of rapidly expanding business

Newly promoted leader experiencing high levels of general stress

Steve had been newly promoted to the lead his former colleagues. In addition to the increased level of responsibility, Steve is deeply troubled by a feeling of ‘imposter syndrome’. Steve requested on-going support in the form of monthly coaching sessions. Effective questioning techniques were used to uncover the hidden assumptions causing Steve’s lack of confidence. Steve was encouraged to understand his strengths and leverage those to develop an authentic leadership style which brings unquestionable value to the team. Steve’s increased clarity of thought on complex issues increased his self-confidence dramatically which, in turn, increased the confidence his team had in his leadership. Steve, who has a naturally group-oriented leadership style, further flourished with positive feedback from his colleagues. In addition, Steve honed his communication techniques to enable his thinking/rationale to be easily shared and understood by others in the leadership team which, again, enhanced trust in his competency.

Successful CEO feeling there should be ‘something else, but what?’

Martin had built up a successful career over the past 30 years in a globally recognized company. He was well respected in his own organization. He felt very comfortable in his current role but it no longer presented interesting challenges especially as he was no longer driven by financial incentives. Over the past couple of years, a growing feeling had begun to niggle him; ‘What’s next?’ 

Martin embarked on a coaching program. His first step was to make the ‘niggle’ tangible. Once visible, Martin was able to take steps to address it. He examined his values, the benefits of moving on, and the potential loss of what he would leaving be leaving behind. He was able to gain insight into what was really important to him and take effective steps to address the ‘niggle’. 

Sandra is a hands-on manager who sets a very high bar for performance from her team. In an office setting with her team around her, Sandra was able to absorb a lot of the information she required informally through casual conversations during the day. But, as COVID confined the team to virtual contact, Sandra was at a loss as to how to manage the team well. Sandra realized she needed to transition her leadership style to support optimal performance in the new virtual work environment. Through a coaching program, Sandra clarified her concerns, examined her leadership style, addressed her feelings of unease, identified triggers of unease, and put measures in place to ensure problems didn’t occur. She adopted new communication templates to simplify quick communication among team members. Sandra also examined potential opportunities which this new working style opened up for her and the team. Sandra was able to overcome her instinct to micro-manage and instead build a feeling of trust in her team’s competency. This empowered her to focus on optimal output.

Senior leader building high-performing teams virtually

Consultant looking to build a future career

Lisa was feeling she needed to move on in her career. The struggle was in understanding how to move on, and onto what? Should she look at this job or that job? Lisa was also concerned her skill set wouldn’t be adequate. She had a fear that there was no future for her outside her current role. 

Through a coaching program, Lisa took a step back and focused on her long-term life and career goals to ensure she would maintain inner congruence in positions she was looking for. These goals were distilled into attributes of the roles she would pursue. She then researched the types of organizations and jobs which matched her criteria. She assessed her current skill set against the criteria required and looked at how she could fill the gap with on-line courses and stretch assignments. She realized that there was no pre-determined future. Her future would be the result of the stepping stones she was putting in place. Within 3 months, Lisa had successfully secured a role which thoroughly excited her.

Leslie was a high performer, and had been a manager for 5 years. She had always had a good relationship with her own line managers and had blossomed under their guidance. Then, 6 months ago, Leslie’s department was part of an organizational redesign which resulted in her reporting into a new manager. She was shocked to realize that working with the new manager was a real struggle. Not only was communication difficult, but she questioned his basic competence to fulfill the role. Her levels of stress and demotivation escalated to the point where she was ready to leave the company. 

During a coaching program, Leslie explored leadership and communication styles. She looked at her part in the dynamic and what influence she had to improve the situation. She requested direct feedback from her new manager about optimal ways to work together. Leslie was able to focus on the execution of her role rather than the suboptimal interpersonal dynamics between her and her manager. She realized she would not always be blessed with a manager she loved working with, but performing well in difficult circumstances allowed her to grow in competence and confidence. 

Mid-manager struggling with a new boss.

Manager immobilized by indecision.

Iris had received an interesting job offer. But, even though she had been ready to move on from her current role, she was now racked with indecision. Everyone was giving her different advice about which was the best course of action, and the more she heard, the more confused she became. She had got to such a state of frustration, she turned to coaching. The goal was to reach a decision she was comfortable with before the role acceptance deadline in 24 hours!

During a spot coaching session, Iris re-examined what the real objective of the decision was. She was able to broaden her thinking about the purpose of the decision. This immediately opened up new way of evaluating the choice. It immediately became clear that one role was more conducive to long-term objectives that the other. The session then focused on how she could shape that role to even better align to her long-term goals. By the end of the session, Iris had gone from utter indecision to being a 10 (on a scale of 1-10, 10 being ‘supremely confident’) in terms of confidence in her decision.  She not only knew which role she was going to choose for the next 2 years, she had a clearer idea of what she wanted to be doing in 10 years.