Case Studies
A Leading Underwater Defence Systems Manufacturer.
An engineering manager working on a significant MOD project, found his lack of confidence as a departmental manager was disabling his decision making with his team and limiting his promotion opportunities.
We recommended a series of one to one coaching sessions to enable him to explore his thinking and his current behaviours.
By listening to his story and questioning the assumptions that he was holding about his skills, his knowledge and his background, we were able to challenge the untrue beliefs that he had about his worthiness as an engineering manager given that his background had been in a different industry.
His greater understanding about the value of his transferable management skills enabled him to challenge his beliefs about his current abilities.
As a result of this his confidence grew and he was able to tackle some of the difficult technical performance issues with members of his team that he had previously been avoiding.
A South Yorkshire Manufacturing Company.
A senior sales director who was required to pitch for business for his company in the international manufacturing community was of the absolute belief that his skills in this area were visibly poor such that he was about to leave the company.
We recommended a programme of individually tailored skills master classes, which equipped him with some of the key essential elements, required to deliver credible business presentations. A bi-product of this intervention was that he was able to uncover some deeply held beliefs about his alleged lack of capability.
The tangible benefits of this development was that his new found confidence led to him becoming a cornerstone member of the board and the go-to executive for developing business ideas in his field.
A Leading Energy Company.
We were part of a team working on a large project with a national energy company looking to develop leadership across the organisation. We were tasked with helping to diagnose the way forward for increasing the effectiveness of their station management lead teams. In each case the teams presented with different challenges culturally, organisationally and technically.
We worked with each team to understand their key leadership goals and developed bespoke programmes that reflected their needs. These programmes included improving their team dynamics and communication, their decision-making processes and skills and their ability to engage and support their people.
The company reported a significant cultural change, a reduction in lost time accidents, increased productivity and a contribution to an increase in share price.
Church of England, South Yorkshire.
A senior member of clergy of an inner city church was experiencing serious divisions within their team. As a result of this their focus was entirely on day to day operational issues and not on developing the strategic intentions of the parish.
We engaged the whole team in an away day activity to look at how they were operating as a team and how they could use their team strengths to maximise opportunities to develop parish community projects.
Following this work the team had greater clarity on what their individual and team responsibilities were which helped them focus on a longer-term strategy for development. Individual relationships improved between the team and the leader was freed up to pursue more complex and time demanding projects to benefit the church and the parish.
Multi-National Utilities Project.
The business imperative of a US utilities partner operating in a UK utilities company was to ensure all members of the partnership, in order to deliver a successful project, had aligned goals and objectives. Additionally, that the relationships in the decision making arena were as constructive as possible. It was identified by a senior manager that this was not the case.
We coached the lead partners individually and coached the teams at their project meetings helping them to find ways to negotiate their respective positions.
Using these opportunities we listened to the partners to find out what was going on between them. With them we uncovered some of the political dimensions to determine what the absolute common goals were and where their individual goals were pulling them apart. From these discussions we helped them develop constructive ways forward for the benefit of the project.
The project was delivered on time and to cost.