Our Results
Case Study 1
During a progress review with his Director, Matt, who had been in post for six months, agreed that he was not having an impact with other managers in the team. For a variety of historical reasons linked to his previous employment, he had developed an approach at work which gave the impression of being a detached judge. The role required a level of approachability and influence in both meetings and day to day operational management.
With the support of a coach, he analysed his own preferred approaches and how they can be perceived by others. He then went on to explore the style of his colleagues by analysis of their emails and reports, as well as reflection of things he had observed in the workplace. He experimented with new approaches such as walking the floor twice a day and leaving his office door open so the team could approach him informally. He reworded this written correspondence to use language that was in the style of the receiver and he became more proactive in meetings.
A post coaching review with the Director highlighted the change in perception of Matt and his expertise (which he had been recruited for) and a reduction in his own feelings of workload pressure.
Case Study 2
Jemma approached us when she wished to develop to a position when she was able to apply for a new post being created in her organisation. Whilst she had the right qualifications, her lack of experience in a practical sense was a potential barrier. The use of a number of psychometrics highlighted her strengths and her potential weaknesses in specific detail. With the support of her coach she developed her own professional development plan and approached her boss to gain sponsorship for both formal training, but also secondment opportunities.
Her boss was impressed with her proactive approach and fully supported her. She gained her promotion and has since used our services to develop her new team.
Case Study 3
John worked for an international company and had risen to high profile position over the past 5 year’s service. Over the past year a number of formal complaints had been made by team members about bullying. Coaching initially focused on acceptance that there was an issue whether it was intended or not. Further analysis highlighted a number of personal issues that were causing high levels of stress and John was formally referred to a specialist via his company’s occupational health scheme. He has since returned to his role, and has returned to his former cheerful and supportive self and now is organising his team to facilitate the practicalities of company relocation.
Case Study 4
An international logistics company approached The Coach Practice to provide services to its European Operations Directors in order to facilitate a team working culture at a time of significant change.
An initial one day event followed to highlight perceptions of the issues and agree the desired outcomes. One to one sessions followed working on influencing strategies and individual blockages and the project concluded with a review and team contracting session.
The team is now close knit and competitiveness has disappeared, despite significant geographical and language barriers.
Case Study 5
Sam was terrified of making presentations or speaking up at group sessions. This was proving to be of great frustration to his Manager and was causing doubts about his ability to perform in his role as an Account Manager.
We worked with Sam, analysing where the fears came from and visualising clear positive outcomes. Through exposure to a number of simulated events, with extensive support, his confidence grew and he now happily presents to small groups and is a very active member of the team at meetings. His Manager is relieved that she does not need to replace Sam with the inherent cost implications of recruitment and induction.
Case Study 6
A niche market manufacturer had plans to invest heavily in business improvement techniques to enhance its quality to world class. To prepare for this, we developed a bespoke programme of development of coaching capability for both its Team Leaders and its Managers. The two programmes were accredited with the Institute of Leadership and Management (ILM)
A coaching culture has developed within the company and the programme has enhanced the results achieved in conjunction with the Lean Manufacturing Consultancy which followed our development.
