Typically, people are hired for their technical skills on the technical side of the construction business. But when they move up to management, a different skillset and perspective are demanded—ones that don’t always come naturally and need to be taught.
Firm leaders wanted the new manager to become more of a seller/doer and to improve his leadership skills. The new manager was also interested in doing this and taking a more active role in business development activities.
While coaching was not what he thought it would be—he was expecting the process to be more business-transactional—once he began the process, he was surprised to find new skills in himself, ones that had an impact on his personal and professional development.