Situation

In this high profile multi-national technical engineering and manufacturing business the need for innovation has never been greater. With customers pressing for new solutions and increased global competition the Functional Leader was coming under increasing pressure to innovate faster and better. He wanted to be sure his international management team was ready to raise their game.

Solution

In order to identify the specific value-adding and value-restraining behaviours at play we observed a 'strategy planning day' with the whole team in attendance. Through a detailed behavioural analysis we were able to highlight clearly what was going on.

Having shared the insights with the Director, a two day workshop was defined and scheduled to share the feedback and address the relevant areas in the light of the business imperatives.

The analysis was introduced in an informal way following a pre-event dinner. The ensuing conversation was open, honest and constructive. By carrying this atmosphere forward into the conversation the following day the team were already seeing the benefit of different ways of behaving.

During the workshop we explored issues of team maturity, the differences between management and leadership, cross-team alignment, leadership authenticity and leadership paradoxes.

Following the meeting the team have stuck rigorously to the standards they set themselves and as a result changed the working atmosphere of the team to release time and attention for more creative thinking.
 

Leadership Team Development >>
 

Results

The team is already seen as more confident, cohesive and has contributed to the winning of one of the largest contracts in the company's history.

Situation

Following a period of high natural and acquisitive growth, a leading Telecoms company needed to provide senior managers, managers and team leaders with and advanced set of management tools that specifically centred around management behaviours rather than management processes.

Solution

A programme of themed 1-day management modules called 'Circle', run on-site at monthly intervals; maximising impact whilst minimising time away from work. Each modules is facilitated by an expert in that area maximising diversity and style.

Circle >>

Results

Whilst we knew that this programme was necessary to take the business to a new level, no one could have anticipated the hunger for the development within the business that resulted from the implementation of the programme. Managers from team leaders to senior management team members were queuing up to take part. This division's engagement score increased (to 82% indicating employees are strongly engaged) against a backdrop of difficult economic climate, with special reference being made to the commitment of development and growth that the organisation has demonstrated.

Situation

The Board of the UK’s leading software company were struggling to make change happen in their organisation. "We’re good at starting initiatives and getting buy in- but nothing really changes."

Solution

A combination of Board Team Coaching and senior leadership workshops.

For the Board: creation of new behavioural standards which transformed the quality and effectiveness of their meetings and their ability to engage with the next layers of management.
Team Coaching >>

For the senior leadership cadre: a series of experiential workshops where managers faced real change scenarios and had to develop their personal change leadership skills.
Development Centre >>

For both groups we also used the KAI (a psychometric instrument which provides an insight into how people approach change and decision making). This also informed subsequent recruitment and personal development planning.

Results

12 months later the organisation was reporting significantly improved adaptability and follow through and went on to successfully implement Agile Development Methodologies.

Situation

A senior VP was asked to build a pan-European team from scratch.  With little experience at this level they were less confident in their abilities than their manager.

Solution

Executive coaching enabled the VP to develop very specific personal techniques to address their fears and renew their confidence.
Performance Coaching >>

Results

Within 12 months the team was in place and was considered as one of the best in the world by the European Leadership Team.

Situation

A market-leading global information services company wanted a framework to engage their global senior leadership team to the value of mentoring to the development of talent.

Solution

A formal Mentoring programme designed to provide personal (and career) development, and raise the profile of emerging and diverse talent.
Mentoring >>

Results

A strong networked group of talented individuals, exploiting the opportunity of Mentoring to better understand themselves, the organisation and the opportunities it offers.

Read more in Experian's recent article published in HR Magazine.

Situation

Following the creation of a new European Vision the UK Management Board of this world leading software company recognised the need for a significant culture change in its leadership population.

Solution

Take the top 120 "leaders" through 2 modules of intensive development of leadership behaviour and strategic thinking.  Delivered within a nine month period, participants experienced insight, had the opportunity for application and rehearsal and were asked to implement change whilst continuing to deliver the business results.
Leadership Signature >>

Results

A combination of individual transformations and business initiatives that enabled the team to be seen to lead the realisation of the Vision.