From manager to leader: a transformation story

Following her coaching experience with Turningpoint, Jee Seon Park, Chief Sustainability Officer, North Asia & China at L’Oréal was open enough to share her story. Her testimony sheds light on the impact of coaching, both personally and professionally.

What motivated you to seek this leadership development coaching? 

The coaching wasn’t something I asked for initially — it was actually my boss who recommended it. He was very supportive and suggested that coaching could help me grow into more senior leadership roles. At the time, I was highly efficient and results-driven, but I wasn’t fully using my emotional intelligence. I was strong on execution, but sometimes lacked the softer skills needed to influence others in a matrixed organization. 

In my role, I don’t have many direct reports, but I work across markets and functions to drive regional initiatives — which means influencing without authority. That was challenging for me. I wasn’t naturally drawn to the informal, relational side of leadership — and I used to think that kind of “politicking” was inauthentic. I avoided it. But through coaching, I realized that wasn’t about being fake — it was about expanding how I connected with people and learning to navigate complexity in a more emotionally aware way. 

Any standout moments? 

There were many. One big shift came when I started understanding the emotions behind my reactions. I learned to recognize when I was shutting down in conflict situations — and I realized it was often driven by fear or assumptions I had already made. 

My coach, Veronique Girma, never gave me instructions. She provided frameworks that helped me reflect and figure things out myself. One concept that really resonated was the idea of balancing different “buckets” — physical, emotional, and intellectual energy. She helped me see that when one of those was empty, it impacted my motivation and how I showed up. That metaphor stayed with me. 

She also introduced the idea of lateral leadership — leading through influence rather than authority. That helped me reframe my role and recognize my own impact, even when recognition wasn’t as visible. She encouraged me to define success in my own terms — to celebrate small wins and internal progress rather than waiting for external validation. That was a real game-changer. 

What concrete results have you noticed, both for yourself and the organization? 

The coaching gave me a much deeper self-awareness and confidence. I stopped seeing emotional intelligence as a weakness or something I had to “fix.” I began to accept that who I am is enough — and that small adjustments in awareness and reflection can have a big impact. 

In my current role, it’s helped me become a better guide for my team. I work with people coming from different roles — some have been with L’Oréal a long time, others are new. Not everyone understands what’s required in our type of function, which is quite different from a more linear, brand manager role. Because of my own learning journey, I’m better able to help others adapt, redefine their success metrics, and feel more confident in how they contribute. 

I’m more able to give constructive feedback, to support people in navigating ambiguity, and to help them see where their challenges might really be coming from. In short, I feel more equipped — not only as a leader, but as someone who can truly support others’ development. 

Thank you, Jee Seon,  for letting us tell your story and highlighting the real impact of coaching!