Executive Coaching Case Studies
NSW Department of Industry – Lands
Coaching for Overcoming the Fear of Disappointing People to Impact Performance
The Department of Industry – Lands is responsible for approximately half of NSW land valued at over $6.1 billion.
The Department is responsible for managing some of the most iconic and diverse public land through the Crown reserve system. Hyde Park and Bondi Beach in Sydney are two famous examples of the NSW Crown reserve system at work.
The Department’s professional management of some 64,000 leases and licences enables the use of Crown land across the state for a range of commercial, agricultural, industrial, community, residential and private uses. CLD also manages the development, marketing and sale of Crown lands not required for public purposes. The Department also investigates and assesses Aboriginal land claims across the state under the NSW Aboriginal Land Rights Act 1983.
Jamie Murray, Manager Business Centres, is responsible for managing more than 100 staff state wide in the business centres that undertake 45,000 client interactions per annum to achieve government priorities in the management of Crown land. She has been working on a large-scale state wide project to centralise administrative functions to improve consistency, transparency of decision-making, compliance of decisions with legislative, policy and administrative law frameworks and reduction in resource required.
In a 360-degree survey, Jamie received the following feedback:
- She could react to frustrating situations emotionally, stop listening authentically and come across as intimidating and/or highly judgmental.
- She was highly self-critical causing self-doubt/lack of confidence.
- She should delegate more and trust others to get things done.
- She should learn to say NO to fixing breakdowns that others have caused.
- She was working too hard.
Jamie is a highly responsible person with a high degree of integrity – she always wants to do the right thing. She also never wants to let people down and leave them disappointed in her. This discomfort zone was the source of many of her problems.
- not delegating and trusting people because if they didn’t perform, it would lead to others being let down.
- not having straight conversations over lack of performance with staff members because she didn’t want them to think badly of her.
- Saying yes to almost every request made of her which added to an already heavy work load.
Becoming aware of this dynamic and the way it shaped her job (and life), allowed her to take responsibility for all the ways that it was playing out and how it was the source of the feedback that she received in the 360-degree survey. Jamie then made a choice to be more authentic in her management and dealings with people and intentionally went to work on changing her behaviour using the coaching to support her in making these changes.