Rather than conduct a new search, a provost contacted us with the hope that we could transform a newly promoted dean from a manager to a leader-manager. Having been the associate dean, the new dean was an established member of an entrenched divisional team.
We coached both the dean and the provost for five months while the dean undertook a strategic planning process for the division. The change management process resulted in 20 of the 22 people in the division moving together on a new path with enthusiasm—and the other two eventually caught up – (mostly!).