Adding to the complexity, many of the senior GMs in the company had been there since Naveed’s childhood. They had seen him grow from a young boy who occasionally visited his father’s office to someone who was now expected to lead them. Naveed deeply respected these individuals, many of whom had shaped the company’s culture and legacy. This respect, however, made it challenging for him to hold some of the non-performers accountable. He found himself hesitating to confront or push them, fearing it might damage relationships he valued and lead to disappointment.

This inner conflict began impacting the organization’s direction and eroding Naveed’s credibility. Naveed knew that without addressing these issues, his leadership—and the company’s future—would remain compromised

He reached out, seeking guidance. Our coaching goal was to balance respect with accountability and improve his leadership approach.