Introduction

Client: Ahmed, a 53-year-old male, is a long-standing and successful executive in a well-established logistics company in Manama, Bahrain. He sought coaching after recognizing a growing disconnect between his leadership style and the increasing number of millennial employees joining his regional teams. He also expressed significant anxiety and resistance towards adopting advanced logistics technology and Artificial Intelligence (AI) systems being implemented within the organization to optimize supply chains and customer service.

Purpose

This case study outlines some typical stages and techniques involved in a coaching engagement, from initial assessment to intervention and outcomes. This can be valuable for understanding the practical application of coaching methodologies.

Presenting Challenges:

• Generational Communication and Collaboration Gap: Ahmed observed a distinct difference in communication styles and work preferences between himself and his millennial team members. Their reliance on digital communication platforms (beyond traditional email), their expectations for more frequent feedback and recognition, and their collaborative approach contrasted with his more hierarchical and formal style. This resulted in misunderstandings, decreased team synergy, and feelings of frustration for both Ahmed and his younger colleagues.

• Technophobia and Resistance to AI in Logistics: Ahmed admitted to a strong aversion to advanced technology, particularly AI-powered logistics software, predictive analytics tools, and automated customer service systems being rolled out across the company. He felt overwhelmed by the complexity of these systems, worried about data security, and harboured a fear of the potential for job displacement, including his own. He preferred relying on established manual processes and his extensive experience.

• Leadership Style Mismatch: Ahmed’s traditional, experience-driven, and directive leadership style, while effective with previous generations, was proving less motivating and engaging for the millennial workforce who sought autonomy, opportunities for learning and development, and a clear sense of purpose in their work. He struggled to delegate effectively and often micromanaged tasks, leading to resentment and stifled initiative among his younger team members.

• Anxiety and Avoidance of Technology: Ahmed’s technophobia manifested as significant anxiety, leading him to avoid interactions with new logistics software and AI tools whenever possible. He relied heavily on his direct reports to manage these systems, limiting his understanding of their capabilities and potential benefits for the company. He also worried about appearing out of touch and less competent in front of his younger, tech-savvy colleagues.

• Impact on Team Performance and Innovation: The communication gap and Ahmed’s reluctance to embrace new technologies were hindering the team’s ability to fully leverage the advanced logistics systems, potentially leading to inefficiencies, missed opportunities for optimization, and slower adoption of innovative solutions crucial for staying competitive in the Bahraini market.

• Fear of Professional Irrelevance: In the rapidly evolving logistics landscape in Bahrain, with increasing automation and AI integration, Ahmed worried that his resistance to technology and his inability to connect with the younger generation would eventually make him a less effective leader and potentially jeopardize his long-term career prospects within the company.

Coaching Approach:

The coaching process with Ahmed focused on fostering his self-awareness, addressing his technological anxieties, developing his interpersonal and digital skills, and supporting the evolution of his leadership style to be more inclusive and adaptable to a multi-generational, technologically driven environment in the context of Bahrain’s evolving business landscape.

Names have been changed to protect the identity of my client.