CASE STUDY

Cytiva

Cytiva, previously GE Healthcare Life Sciences, offers
solutions to support work from biological research
to clinical therapy, including tools for research, drug
discovery, diagnostics, and bioprocessing.

Cytiva, previously GE Healthcare Life Sciences, offers
solutions to support work from biological research
to clinical therapy, including tools for research, drug
discovery, diagnostics and bioprocessing.

The Challenge

Garland Grant, the Global Product Management Leader
for Cytiva, previously GE Healthcare Life Sciences, had a
goal to become a “leader of leaders” at his organization
and within his team. He had an innate desire to further
his own executive leadership training while managing a
product line and multiple tiers of teams, from new hires
into the workforce to seasoned leaders.

At GE, he had already participated in leadership training
courses around topics such as manager development,
storytelling and establishing executive presence. Those
were helpful for him, but something was missing. Garland
was seeking something more personalized and a way to
receive more immediate ideas and feedback.

As he shares, “I was a good manager and good leader,
but I wanted to become a great leader. What I lacked
wasn’t hard skills, it was soft skills. Only a one-on-one
focus could give me what I needed to make personal
changes. The other training sessions were too generic.”

Given his goals and motivation, one of the other executive
leaders in the company encouraged Garland to seek out
one-on-one coaching

Garland Grant, the Global Product Management Leader
for Cytiva, previously GE Healthcare Life Sciences, had a
goal to become a “leader of leaders” at his organization
and within his team. He had an innate desire to further
his own executive leadership training while managing a
product line and multiple tiers of teams, from new hires
into the workforce to seasoned leaders.

At GE, he had already participated in leadership training
courses around topics such as manager development,
storytelling and establishing executive presence. Those
were helpful for him, but something was missing. Garland
was seeking something more personalized and a way to
receive more immediate ideas and feedback.

As he shares, “I was a good manager and good leader,
but I wanted to become a great leader. What I lacked
wasn’t hard skills, it was soft skills. Only a one-on-one
focus could give me what I needed to make personal
changes. The other training sessions were too generic.”

Given his goals and motivation, one of the other executive
leaders in the company encouraged Garland to seek out
one-on-one coaching

The Solution

Garland approached executive coaching with an open
mind. He was ready to see where it could lead him, and
he didn’t have any assumptions around it, given it was his
first time experiencing it.

Garland was introduced to AceUp through one of his
colleagues who was already working with an AceUp
coach. His colleague recommended his own coach to
Garland, and they soon kicked off with bi-weekly coaching
sessions together.

As they started, Garland and his coach established key
frameworks they wanted to focus on as well as goal
setting for their work together. Garland was asked to
think about his long-term expectations and where he saw
himself in 12–18 months. Their main focus together was
around how to “be a leader of leaders.”

There were a few specific competency areas that they
worked on together; these included Communicating
Effectively, Influencing Stakeholders, Developing Executive
Presence, Managing Conflicts & Difficult Conversations,
and Collaborating Across Divisions and Teams.

Garland approached executive coaching with an open
mind. He was ready to see where it could lead him, and
he didn’t have any assumptions around it, given it was his
first time experiencing it.

Garland was introduced to AceUp through one of his
colleagues who was already working with an AceUp
coach. His colleague recommended his own coach to
Garland, and they soon kicked off with bi-weekly coaching
sessions together.

As they started, Garland and his coach established key
frameworks they wanted to focus on as well as goal
setting for their work together. Garland was asked to
think about his long-term expectations and where he saw
himself in 12–18 months. Their main focus together was
around how to “be a leader of leaders.”

There were a few specific competency areas that they
worked on together; these included Communicating
Effectively, Influencing Stakeholders, Developing Executive
Presence, Managing Conflicts & Difficult Conversations,
and Collaborating Across Divisions and Teams.

I WAS A GOOD MANAGER AND GOOD LEADER, BUT I WANTED
TO BECOME A GREAT LEADER. WHAT I LACKED WASN’T HARD
SKILLS, IT WAS SOFT SKILLS. ONLY A ONE-ON-ONE FOCUS
COULD GIVE ME WHAT I NEEDED TO MAKE PERSONAL CHANGES.
THE OTHER TRAINING SESSIONS WERE TOO GENERIC.

The Impact

Garland has already seen results from his work with
his coach. He has learned to embody a holistic view of
his career and establish a broader vision. As he says,
“Coaching has helped me envision how I tie everything
to an ultimate goal.” He has grasped more skills around
how to organize these goals within his own team and
identify where his team can have the
most impact.

He has also learned new strategies around effective
communication—both with his own team and with upper
management. For example, Garland focused on how
he can best communicate what his own capabilities are
with a new manager and how to share these capabilities
in a way that is well received. Garland realized
something he didn’t expect during these “capabilities
meetings,” as they called them. “In the course of
these capabilities meetings, I got to understand how
my manager thinks. We all come in with our own
perceptions, but we have to break through and listen to
verbal cues, and I learned how to do this better.”

Garland has already seen results from his work with
his coach. He has learned to embody a holistic view of
his career and establish a broader vision. As he says,
“Coaching has helped me envision how I tie everything
to an ultimate goal.” He has grasped more skills around
how to organize these goals within his own team and
identify where his team can have the
most impact.

He has also learned new strategies around effective
communication—both with his own team and with upper
management. For example, Garland focused on how
he can best communicate what his own capabilities are
with a new manager and how to share these capabilities
in a way that is well received. Garland realized
something he didn’t expect during these “capabilities
meetings,” as they called them. “In the course of
these capabilities meetings, I got to understand how
my manager thinks. We all come in with our own
perceptions, but we have to break through and listen to
verbal cues, and I learned how to do this better.”

Finally, Garland has begun to focus more on mindfulness
and how to bring this into his professional life. With his
manager, he realizes he needs to pick one topic at a time,
and in his own day-to-day he has learned he can be
easily distracted and needs focus. His coach has studied
mindfulness and tells him, “You are not supposed to be
good at five projects at the same time.” He realized he was
multitasking often and jumping from one project to another
and can now work on building strategies around this.

Finally, Garland has begun to focus more on mindfulness
and how to bring this into his professional life. With his
manager, he realizes he needs to pick one topic at a time,
and in his own day-to-day he has learned he can be
easily distracted and needs focus. His coach has studied
mindfulness and tells him, “You are not supposed to be
good at five projects at the same time.” He realized he was
multitasking often and jumping from one project to another
and can now work on building strategies around this.

What’s Next

Garland has experienced a lot of hands-on growth
with his coach and states “I am able to relate academic
approaches to my real-world experiences. I am able
to use what I am learning immediately. This level of
instruction is very actionable.” In the next 6–12 months,
his focus will be on several areas. He believes coaching
will help him formulate and maintain a perspective on
a specific project with both his own team but also those
in upper management. Also, he will continue to envision
how he ties all that he does at work to an ultimate career
goal. Lastly, he believes he will become even more clear
about what motivates him each day. He says, “I believe
as I continue coaching, I will continue to bring my whole
self to my work.”

Garland has experienced a lot of hands-on growth
with his coach and states “I am able to relate academic
approaches to my real-world experiences. I am able
to use what I am learning immediately. This level of
instruction is very actionable.” In the next 6–12 months,
his focus will be on several areas. He believes coaching
will help him formulate and maintain a perspective on
a specific project with both his own team but also those
in upper management. Also, he will continue to envision
how he ties all that he does at work to an ultimate career
goal. Lastly, he believes he will become even more clear
about what motivates him each day. He says, “I believe
as I continue coaching, I will continue to bring my whole
self to my work.”

"I AM ABLE TO RELATE ACADEMIC APPROACHES TO MY
REAL-WORLD EXPERIENCES. I AM ABLE TO USE WHAT I AM
LEARNING IMMEDIATELY. THIS LEVEL OF INSTRUCTION IS
VERY ACTIONABLE."

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About AceUp

For companies that want to maximize their employee engagement, increase retention, and foster performance through a culture
of transformational learning, AceUp delivers personalized executive coaching to empower professionals to maximize their
impact. AceUp’s coaching is enabled by technology and backed by data. Our mission is to help employees develop the skills
and confidence they need to succeed in their roles today and tomorrow and to thrive within their organizations. Our company is
informed by leaders from Harvard, MIT, and Yale with a growing community of vetted executive coaches, certified by ICF, iPEC,
CTI, Hudson Institute, Harvard University, and in partnership with the Institute of Coaching.