Gordon (not his real name) was the vice president of global account management for a $500 million division of a major manufacturing corporation. When he came to me for executive coaching, Gordon had a six-year track record of success directing and implementing his group’s strategy, and he had successfully grown his division’s revenues by 50% since joining the organization. Colleagues and clients alike recognized Gordon for his impressive relationship-building skills, as well as his ability to effectively translate customer requirements back to the engineering and supply-chain teams to improve the company’s products and performance.