The Journey from COO to CEO

BIVDA had the challenge of effectively transitioning their COO to CEO in 6 months. BIVDA is the national industry association for manufacturers and distributors of medical diagnostic tests in the UK, representing 97% of the industry and nearly 250 organisations. They advocate on behalf of industry to ensure that medical diagnostics can play a part not only in the diagnosis of conditions, but in prevention and treatment of disease.

Approach:

Phase 1: How Do I Become A Versatile Leader?

The Kaiser LVI- 360 feedback measured overdone and under strengths in the COO’s leadership style. It uncovered if they were more strategic or operational as well as more enabling or forceful. Their nominated peers rated them against criteria that demonstrated how they are perceived.

Armed with this information and the Hogan results, our head consultant was able to coach the COO on which traits were out of favour and using the Hogan results, why these likely occurred.

The result was a full understanding of how their team and other stakeholders viewed their leadership style and what they could change to become more effective.

Phase 2: How Do I Show Up To Work?

Hogan’s Leadership Forecast Series provides an in-depth look at the COO’s performance capabilities, challenges, and core drivers. They gained strategic self-awareness to leverage their strengths, avoid behaviours that get in the way of success, and gain insight into the culture they create for their team based on their motivators and values.

We coupled this with feedback and coaching sessions, from our head consultant, allowing for further exploration into where they were and where they needed to get to.

The result was greater self-awareness of who the COO was and what they needed to work on.

Phase 3: How Do I Engage My Team?

Curphy’s Rocket Model of team effectiveness measures the 8 critical domains (context, talent, mission, buy-in, courage, norms, resources, results) of a high-functioning team.

The COO’s team completed the assessment and we identified key areas that needed to be addressed. With the COO leading the sessions, the team completed improvement activities that targeted those low-scoring areas.

The results were better engagement, understanding and communication. Their team functions more as a unit and productivity is up.