- Leadership Style
SVP was on the brink of receiving a bullying claim from his direct reports as a consequence of his forceful leadership style. Through coaching he was able to explore the impact of his leadership style on others and how he could adapt it to build a more effective team climate and better encourage great performance from his people.
- Hi- potential leader
Promoted to their first MD position, used coaching to support his transition into his new role. Outputs from the coaching included a 90 day plan to accelerate his learning and performance in the new role, and more effective delegation and time management.
- Team Coaching
Rebuilding team morale, trust and self-belief following the removal of an ineffective functional leader. Each team member received 1-1 feedback from a personality questionnaire to help them better understand their preferred way of working , they also attended focus groups to identify what was working within the team or needed focus. The work culminated in a team event which enabled all team members to better understand and appreciate differences within the team and their collective team strengths. They identified what support they needed from each other and created a team owned improvement plan.
| - High Performance
Board charged with leading a demanding growth strategy. The new strategy presented additional leadership challenges and capability requirements. A set of collective development needs was identified and short workshops were designed to provide ideas/insight on how to raise performance. In parallel a cadre of business coaches were selected who were familiarised with the business strategy and the collective development material that had been developed. They were tasked with helping each Board member to apply their learning and to support individual development and role challenges.
The Board reported that teamwork and engagement improved across the wider leadership community and this was supported by peers and superiors. The business unit was recognised as an exemplar for a new way of working in the wider organisation.
- Career Transition
Senior leader used coaching to support their transition from their previous employer and to help them decide on their next career choice. The coaching used a number of psychometric tools to accelerate understanding and exploration of their strengths and preferences before turning this insight into a forward action plan that was congruent with their values.
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- Leadership Strengths Profile
Together with the Board of a large and growing organisation a new definition of leadership success and its associated behaviours was developed that would enable the business to more effectively meet its growth strategy and distinguish itself against its competition.
- Leadership Assessment
All Board members were assessed against this new standard and the results were used to create a picture of team strengths and development needs. This increased awareness of each other’s strengths enabled the team to set up even more effective task teams to address pressing issues. Also by contrasting their collective development needs against the business strategy, the Board were able to agree the priority areas for focus and how good they needed to be in each of them
| - Leadership Development
A development programme consisting of short team learning sessions to provide ideas and insight underpinned by 1-1 coaching was put in place. The Board reported teamwork and engagement were improved, this was supported by peers and superiors and the business unit was recognised as an exemplar for a new way of working in the wider organisation.
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- Employee Engagement
According to an internal survey less than 50% of the workforce understood the business strategy. The business urgently needed a way of communicating it that would engage their people. Working with an artist we created a visual interpretation of the strategy called ‘The Big Picture’. These ‘Big Pictures’ were then used by leaders with their natural work groups to facilitate conversations on the strategy, what it meant for the team and what it meant for each individual. The first of these sessions was held by the MD with the Board so that they could experience it first as employees before they assumed their leadership role. These conversation helped increase understanding of the strategy to 82%. The leadership team also believed it had an impact on the bottom line with 40% growth in the subsequent 2-3 years.
- Organisation Design
Following a change in business strategy post acquisition we worked with a CEO to determine the capabilities and technical competencies that the organisation needed to be successful and set it apart from competition. Against this backdrop a matrix organisation design was developed and implemented which combined market facing sales and business development teams with stronger cross-company leadership of disciplines such as HR, Finance & Operations enabling the business to focus on profitable sales growth and increase efforts on efficiency improvement.
| - Talent Management & Attraction
For a number of organisations we have implemented talent systems that form an integrated part of the business planning process. This key linkage enables discussion on the skills and capabilities needed to deliver the plan, internal talent review and supply options/solutions, identified gaps and action plans to deliver a pipeline of capable resource from internal and external sources to execute the strategy.
- Hi-Potentials/Succession Planning
An assessment process for the identification of high potentials (Board successors) was designed and implemented. Each hi-potential:
Received a Board mentor from a different business or functional area to broaden their experience and exposure
Worked with a coach to help them prepare and action their leadership development plan
Personally presented their development plan to the Board
Was subject to separate remuneration reviews.
At the end of 2 years, 50% had been promoted or given additional responsibilitie including 2 appointments to Board level.
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- HR Strategy
Working within people-dependent, complex international blue-chip organisations our experience has been built on defining and embedding HR strategies that drive business success. We have built and led HR functions that are responsible for every aspect of the employee experience.
- HR Structure
Implementation of Ulrich model - including the organisation design and capability planning for the HR function remaining in business units and the Corporate Centre post the implementation of shared service centres.
| - HR Capabilities
We have helped 100s of HR professionals to understand the modern HR role, what capabilities are needed to be successful and coached and developed their fulfilment of this challenging yet rewarding role.
- HR Solutions
We have experience in all aspects of HR, but what we are best at is :
Leadership • Organisation Design & Development • Talent Planning & Management • Employee Engagement • HR for HR • HR Solution Design & Implementation
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