Leadership Development

Improving the quality of an organisation’s leadership involves identifying the critical skills leaders need to succeed and then providing leaders with opportunities to develop and apply those skills effectively.

Leadership performance coaching for new in post executive

Brief:

To accelerate the performance of the newly appointed Marketing Director of a large, UK electronic games company.

Outcome:

Following a comprehensive analysis of the individual’s strengths and areas of development using eight diagnostic tools, a number of change actions were identified for the next 6-12 months. These were implemented and supported by an on-going coaching programme. After 9 months, another audit was undertaken and significant progress had been made. The company was very happy with the observed behavioural modifications that have confirmed the individual as a future CEO candidate.

Supporting new appointee in a senior leadership position

Brief:

To assist the transition of a new Business Development Manager for a lifestyle website who had limited experience at senior level.

Outcome:

Based on a thorough psychometric profile and in-depth interviews with the individual and other key colleagues, a meaningful, measurable Personal Development Plan was designed that focused on initiatives which would support the achievement of his business objectives. Progress to date has been that the individual’s confidence and competence (evidenced by his business results) have both significantly increased.

Coaching for organisational influence and leadership

Brief:

To support the newly recruited Retail Director of a leading Premiership football club in establishing the role and importance of his department in the club’s future financial success.

Outcome:

With The Leadership People’s auditing tools, he was able to get a clear picture of how he and his team were perceived in the organisation and the challenges they faced in establishing themselves as a key component of the overall company vision. Through a six-month programme of coaching, which focused on influencing skills, he was able to position himself and his team as a proactive and value-added department that would tangibly contribute to the growing commercial success of the club.

First 90 days leadership transition programme

Brief:

To accelerate the transition and immediate impact of the new American CEO of the UK subsidiary of a global drinks company.

Outcome:

A very focused, intensive leadership transition programme was designed and implemented that identified the agreed key ‘deliverables’ to be achieved in the first 3 months of the appointment. Regular coaching sessions supported the individual in achieving the objectives that had been identified. As a result, he was able to hit the ground running.

Developing future leaders

Brief:

To design and implement a leadership development programme for a global, high tech, engineering company that needed to introduce a consistent and effective approach to developing its future leaders.

Outcome:

The proposed solution was a three-module programme that addressed the key elements of effective leadership and how to improve leadership skills. The programme was adopted and has run for the last 5 years. It is delivered in three international locations each year with 15 senior executives per module. It is regarded internally as motivational, practical and aspirational.

Developing desired leadership behaviours

Brief:

To design and co-facilitate a 1.5-day leadership development workshop (and subsequent 1-to-1 coaching) for the top 90 leaders of a major, property development company in the UK.

Outcome:

The workshop was successful in establishing the type of inclusive and authentic leadership that the CEO wanted to develop as the norm in the company. It also provided the participants with actionable insights based on 360 degree profiling conducted prior to the workshop. This and other data was subsequently used in the coaching programme to construct personal development plans aimed at encouraging behaviours consistent with the desired leadership profile.

Leadership transition training for new appointees

Brief:

To deliver on-going leadership transition workshops for newly or soon-to-be appointed senior leaders within a global pharmaceutical company with the objective of reducing the time it normally takes for leaders to become effective in their new roles.

Outcome:

The Workshops are run twice a year for transitioning leaders within the European area. The workshops provide the candidates with a highly practical structure – and action plan – of the things they need to do, both business and personally, to become really effective in their new roles in the shortest possible time.

Improving team effectiveness

Brief:

To analyse the reasons why the US subsidiary of a global engineering company involved in advanced fire detection products and systems was under-performing and to recommend and implement a solution.

Outcome:

Working with the US senior team, a thorough analysis of team and organisational dynamics was undertaken and this information was fed into a team and business development workshop. This workshop was very successful in agreeing the challenges and opportunities that the US operation faced and an agreed action/implementation plan was produced as a result. Feedback from the parent company six months after the initial workshop clearly indicated that the changes made had produced considerable progress. The global CEO reported the changes as ‘powerfully positive’.

Aligning teams to strategic objectives

Brief:

To integrate the newly formed, senior team of a leading, UK property development and services company and to align the team behind the company’s strategic targets.

Outcome:

A programme of team workshops and individual coaching sessions was designed and facilitated in order to get meaningful discussion started within the team. Team dynamics improved and, following further team and organisational diagnostic analysis, a revised implementation plan was agreed with the aim of meeting the company’s strategic objectives. The team became aligned behind core ‘deliverables’ that had been missing up until that point. The team followed the same process 12 months later and agreed that they had been far more successful as a team and as an organisation as a result.