Client: Community Health & Care NHS Trust, SE England.
Project: Work with approximately 100 operational leaders to help them prepare for the emerging challenges created by UK’s evolving healthcare needs.
What happened:: Working with cohorts of 10-12 leaders across an eight day programme we co-created with participants an experiential learning environment in which they have both discovered and mastered the use of new leadership tools and practices, whilst building together collaborative approaches to solving each others’ greatest current leadership challenge.
They said: “I have described to colleagues that the programme lead me to a cliff edge and really allowed me to see things that I hadn’t seen before, and then encouraged me to look a little further – all the while feeling safe, and then the programme brought you back with new insights and thinking about yourself.
The programme really emphasised to me, the role I have for myself in being a more effective leader – not relying on training or others, but things that are in my sphere of control”
HR Business Partner
Client: ‘Big 4’ Firm, London
Project: Coach a Director through the preparation and delivery of her business case for promotion to Equity Partner
What happened:: One of our partners carried out one two-hour individual coaching session every six weeks over a twelve month period, utilising various coaching tools and ideas and creating space for the Director to explore and appraise various strategic approaches and ideas that were in her mind, resulting in the emergence of a clear pathway forward towards her creating the business case
They said: “I’m excited about putting my business case forward now. Before going through this experience I was unclear about my route, unhappy with various areas of my performance and in danger of being unable to take my people with me.
Through Ian’s coaching sessions I believe that I have become a more effective leader and have greatly improved my ability to inspire strong followers.”
Director, Banking Analytics
Client: PLC, Midlands UK
Project: Work with senior leadership team to create a culture of empowerment within the organisation..
What happened:: We collected relevant data through observation of the team at work, conducting confidential conversations and using the Leadership Development Framework diagnostic profile with each team member. From this data the team was able to pinpoint the key areas in which the business required to undergo transformative change. This ranged from developing a deeper sense of ‘We’ in one area of the business to addressing performance inconsistencies in another, whilst initiating one-to-one coaching engagements with several of the senior business leaders. Our team coaching sessions enabled key leaders and their teams to redefine their unifying collective purpose and co-create new and innovative ways to bring that purpose about.
They said: “The discovery phase threw up some surprises around organisational culture and our limitations in establishing a sense of ‘We’ across some of our most important teams.
Focusing on these areas in particular in the team coaching phase adds such value!”
Client: Mid sized pensions advisory firm, Dublin. Ireland
Project: Coach a Top Team towards achieving greater levels of effectiveness whilst building more collaborative relationships together and with their people.
What happened:: We ran a series of four half-day team coaching sessions starting from an exploration of the results of two diagnostics – the PROPHET team profile and our own Team Effectiveness 360° tool. This was supplemented by a number of one to one coaching sessions and one CEO/CFO ‘pivotal relationship’ coaching session. Our focus was on helping team members gain an appreciation of their individual colleagues’ motivations, decision making styles and leadership focus, whilst also developing a clear understanding of how the team as a whole could reach and maintain its maximum level of overall effectiveness.
They said: “I was quite surprised by some of the unusual tools and approaches that were suggested, but in the sessions they were all incredibly helpful to us as a team. A process of systemic mapping helped us understand our current structure, information flow and how we communicate, in ways that up to this point we hadn’t..
Meanwhile the ‘Locating ourselves’ exercise created more mutual understanding amongst us than anything we had ever done before”
Client: NHS England
Project: Develop cohorts of internal career coaches across 6 health system regions in UK and follow up with Supervision across a 24 month period,
What happened:: We delivered an initial inquiry based learning session with each cohort, exploring together how career coaching contributes to developing leadership capability and building systemic understanding in times of complexity. Ongoing, on-line, supervision sessions were held at regular intervals across the 24 months of the development programme that these coaches were supporting.
They said: “I found the learning session incredibly informative, interesting and at times challenging. They have been both personally and professionally developmental.”
Client: UK office in a Multinational Real Estate Services Firm
Project: Mentor a group of women, earmarked by the firm as emerging leaders within the UK
What happened:: One of our Partners, Siân Lumsden, held regular meetings (approximately once every six weeks) with the group over a twelve month period, working with them to explore their growing leadership role through new lenses. With a strong focus on freeing ourselves from unhelpful preconceptions and mental models, paying closer attention to the broad themes and events that attract our notice, and seeking to monitor how we show up across the I, We and It, domains of working life, these mentoring sessions have created a strong developmental pathway for participating leaders.
They said: “Sian has played a significant role in mentoring women at our firm and has created a safe environment for women to speak openly and learn from one another.”
Client: Women in Planning, Midlands UK
Project: Instigation of a conversation about opportunities for women in the workplace and the implications of this for men.
What happened: Siân Lumsden assisted by a small team, facilitated around 30 women (and some men) in their inquiry into where they were making ground and where they still needed to shine their light as agents for permanent change in their professional working world. The purpose was to offer a psychologically safe, yet creative space that would encourage dialogue about ideas and subjects that women at work don’t normally have a forum to think and talk about.
They said: “The space I was offered in which to be myself, and the sensitivity with which we were led into sharing some of our experiences, fears and small triumphs really moved me. I feel empowered to move forward in my leadership”