We evaluated a candidate for CEO succession, successfully planned his developmental experiences, and provided the coaching that enabled him to confidently be chosen for the role within 18 months.
Client Profile
Industry-leading, privately held automotive distributor with $13B revenue
Insight
Rather than default to a generic leadership development plan, we began by listening—engaging directly with both the board and the candidate to identify the specific confidence gaps.
What emerged were three core concerns:
A lack of trust: especially with one key board member, was undermining his credibility.
Executive presence: The candidate struggled with public speaking—an essential part of the role in a people-first, communication-heavy culture.
Strategic clarity: His long-term strategy had left critical questions unanswered, raising doubts about his ability to lead at the next level.
The issue wasn’t lack of potential—it was a gap in confidence and communication.
Solution
Our firm designed a focused, high-leverage development plan tailored to the candidate and aligned with the board’s expectations.
Our work included:
Targeted assessment: Conducted interviews with board members to pinpoint specific concerns and priorities.
Trust-building facilitation: Repaired key relationships through direct, facilitated conversations—particularly between the candidate and his most vocal detractor.
Executive communications coaching: Partnered him with a top-tier coach to elevate his presence, storytelling, and comfort in large public settings.
Strategic advisory: Worked with him to revise and sharpen the company’s five-year strategy—closing gaps, answering open questions, and demonstrating clarity of thought and leadership.
This wasn’t about wholesale transformation. It was about addressing precisely what was eroding confidence—quickly and effectively.
Impact
At the end of the 18-month engagement, the board appointed the internal candidate as CEO. He went on to lead the company successfully for eight years, preserving its culture while guiding it through over 30% revenue growth and ongoing change. The board’s confidence in him proved well-placed.
This case proves a powerful truth: When the stakes are high, leadership potential alone isn’t enough. Trust must be earned. Confidence must be built. And both are possible with focused, strategic development.