The High-Performer Who Can't Lead: Executive Coaching at Stratus Capital

Stratus Capital is a 180-person investment management firm known for rigorous analytical culture. Elena Vasquez was a top-performing analyst promoted to Managing Director 14 months ago based on her exceptional deal results. Since becoming a leader, her team's output quality has dropped, two high performers have requested transfers, and her 360 feedback cites micromanagement, dismissiveness, and a pattern of taking credit for team wins. Elena attributes the team's issues to 'mediocrity' and 'lack of hunger.' She has not yet accepted that her leadership approach is the variable. She agreed to coaching after her Managing Partner told her it was 'strongly encouraged.' She is skeptical but present.

Key Stakeholders

Elena Vasquez

Managing Director (coaching client)

Richard Lau

Managing Partner (Elena's sponsor)

Dev Anand

Senior Analyst (direct report, requested transfer)

Learning Objectives

• Apply a coaching framework (e.g., GROW, Co-Active) to an executive presenting with self-protective defensiveness
• Distinguish between coaching for insight and coaching for behavior change
• Navigate the coach-sponsor-client triangle while maintaining client confidentiality
• Identify the psychological barriers that high-performers bring to leadership transitions
• Design a coaching arc that balances accountability with psychological safety