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eveloprnent

the in leadership organisation.


for take must Raj neasures
Mr. thSuggest
e 3.'
Company?
the of
state current the responsible
for leadership poor was extent which To 2.
organisation?. theproblems
of the were What 1.
stainable. wasn'toperations scope
of current
organization's
also future.
organization's
It the about
uncertainty threatening persistent,the that clearbecame
afelt and
funding
cuts about anxiety fragmented,
had employees
felt time, some leadership
for good
lafck beena had there because location
and sharea didn't staff tBecause
he things.
ariols about know to
came process.
He consultation OD thestarted Raj Mr.
strategy. participation
in defined clearly n0had
directors
board
of the and country the acrossdistributed emnployees
were chalenge: also
a
were
ntability Comnunications,
expectations
and sustain. could than
itinitiatives
ndertaken
moe had years
it the over challenge,
and aFunding
was struggling.
was led now client organization organizations,
the non-profit many Like
his
skills. kcnowledge
and essential some lacked organization, she ed
anlrivtng
betnewvereen. but were skills people andinstincts and
her experience, director-level had
witha.month, twice phone sessions
by coaching inher
king
worwiShteh excellent. calls
in short and email Director
Mr.
Raj non-profit. another of Executive become organization
to
an
left had began aby consultant
who OD arn isRaj Mr.
Lehad client This client. approached
STUDY-3 CASE

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