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| A
director who has feedback that their leadership style
is aggressive and wants to be more effective: |
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The
Operations Director for a Utilities Company, a great visionary
leader, had feedback from his team that they were frustrated
with his aggressive behaviour when incidents occurred.
He also intimidated people at management meetings who
came in to do presentations as he would look extremely
disinterested looking out of the window or doing other
work. He would often leave in the middle of what they
were saying. The client did not perceive his behaviour
as aggressive and had not realised the impact he was having
on his team. His behaviour in meetings did not match his
intention as he was listening to everything been said
but required additional distractions to concentrate. |
| Through
replaying previous incidents he identified alternative
strategies for dealing with his frustration. Additionally
some process improvements that could be made to prevent
the same issues re-occurring. We also agreed ways he could
appear to be more engaged in presentations. |
| After
six months a follow up with the client’s team showed
a marked improvement in his leadership style. |
| Someone
who is extremely capable yet suffers from a lack of confidence: |
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An
Occupational Health Manager for a Global Drinks Company
was an extremely capable employee but was suffering from
a crisis in confidence. She was finding it difficult to
challenge her manager who as a result was losing confidence
in her and their relationship was deteriorating further.
Additionally she was extremely anxious about failing in
her role to the point it was making her ill. She was unable
to concentrate and working extremely long hours to catch
up. |
| The
coaching helped the client to identify what was leading
to her anxiety and how her behaviour was impacting others.
She used the coaching to plan a strategy to handle her
boss and others more effectively. |
| As
a result her confidence returned and her manager commented
on how she appeared to be a different person. She went
on to take on new challenges that prior to the coaching
she would have avoided. |
| Someone
who wants to reduce the number of hours they spend at
work yet at the same time to increase productivity: |
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The
client, a Training Manager of a Global Software company,
was working very long hours and felt that by being more
effective she could reduce the number of hours worked
and still increase productivity. A significant amount
of the client’s time was spent on major projects.
She used specific coaching frameworks to break these projects
down into small manageable steps that were easily achievable
and manage her time more effectively. |
| In
order to increase productivity it was also necessary to
develop individuals within the team. Working with the
client on leadership skills, a team member that had not
been performing effectively became a very useful member
of the team and provided extra support to the client taking
on tasks that the client would normally have to perform
herself. |
| As
a result of working with the coach, the Client was able
to reduce the number of hours spent at work, which also
reduced her stress levels. Productivity increased throughout
the department. |
| Someone
who is taking on a senior leadership role for the first
time and needs to develop their leadership skills: |
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The
client, an Inbound Logistics Manager, was going for promotion.
The client needed to develop their leadership skills and
to learn how to delegate to others in his team. The client’s
organisational Personal Development Plan was used as a
guide to areas that he needed to improve on. These areas
were then looked at individually and plans put in place
to ensure that the required targets would be achieved.
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| The
client received his promotion and as a result of working
with the coach, he approaches his team differently. The
Client now looks at ways to engage the team in the processes
and decision making such that the team is now working
together more cohesively. This has allowed the client
to free up more of his time to manage as he delegates
tasks to others in his team. Productivity has increased
and there has been a significant saving to the business
in terms of the value of the stock they now need to hold
on site. |
| As
well as improvements being noted within the team, the
client received very positive feedback from both customers
and suppliers. |
| Getting
back on track when you are behind in your business numbers: |
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A
European Sales Operations Manager, for a top 5 Global
IT and Services Company, was appointed to engage industry-aligned
sales forces and indirect channels in selling a strategic
hardware product. The objective was to use coaching to
get sales back on track across EMEA. |
| His
appointment in early June was to revitalise sales in a
strategic product that were way behind of their half year
target. In fact the sales forecast for end June was only
22% of the half year target. There was already a plethora
of initiatives underway or under consideration. |
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The
coaching enabled the client to:
· Discern and prioritise which actions would yield
the best return of effort and investment.
· Analyse where his own strengths, weaknesses and
preferences for the work involved lay – and take
corrective action to plug gaps.
· Focus on how to influence key relationships in
a complex matrix corporate structure – to get resources
and agreement to the refined business development strategy. |
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The
client recovered the lag in revenue performance by end
of September and went on to exceed the annual revenue
target of circa £100M by year end. |
The
two key learnings that the client experienced were:
1. Doing everything was not as effective as focusing on
the vital things that would bring success
2. How to influence key peers across Europe by varying
his approach according to the needs, wants, preferences
and priorities of each individual concerned. |
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Accelerating the pace when things are already going well: |
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The
client was a Regional Manager of sales teams, selling
accelerated application development solutions into key
industry sectors, across Europe for a Global IT Services
Consultancy. Business was going to plan. The sales process
depended heavily on the quality of collaborative working
between sales people and delivery teams, so the client
wanted to use the coaching to increase sales and collaborative
working further still. |
Part
of the coaching involved:
· Equipping the client with a number of frameworks
and tools to understand other people’s preferences
compared with his own,
· Tools to explore how the client could increase
the likelihood of success in key campaigns.
· Tools to coach himself and subsequently his team
in how to be at their peak in key sales meetings. |
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It was
this latter tool that proved very valuable to a specific
campaign. The client was looking to win a specific bid
with a major new prospect, against 3 competitors, for
a trial project worth about £60,000. Having used
this specific tool to prepare his team for the final round
of presentations, the team were informed that they had
won the deal – that very same day. |
| Before
the coaching, the client had hoped to win the trial and
convert it to a live project worth about £1-2M over
the months to follow - so far, so good. By using the tool
repeatedly to prepare for all subsequent key sales/progress
meetings, the client won further orders totalling £15M
in a matter of weeks - a feat beyond his horizon of thinking
prior to the coaching. |
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