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Carlsberg
Tetley: Coaching Skills For Managers
Unilever:
Group Coaching To Maximise Global Team Initiatives
Bovis
Lend Lease: Creating A Client Centric Culture
Technology:
Senior Vice President - Leadership Mastery
Telecoms:
Re-Energising Winning Teams
Senior
HR Professional : Regain Confidence, Unblock Feelings
Of Being 'Stuck' And Move Forwards
Director
- Financial Services: Sustaining Higher Levels Of Consistent
Performance Excellence
Group
Of Managers - Publishing: Become More Inspirational
Managers, Enhance Team-Working
Senior
Manager - Job dissatisfaction, despite excellent reviews:
Create Longer Term Career Plan, Enhance People Skills
And Work/Life Balance
Female
High Potential Employee: Optimising A New Role - And
Enjoying It!
How to deliver target-busting profits without destroying your life.
Carlsberg
Tetley: COACHING SKILLS FOR MANAGERS
Results have included an increase in the pro-activity
of their teams, less fire-fighting, more people taking
personal responsibility and finding their own solutions
to issues. Managers have more confidence and ability
to develop their people and are finding they are starting
to create more time to work strategically 'on' the business,
rather than being dragged into day-to-day problems.
The programme has provided managers with a greater perspective
on team members' issues and how to manage for maximum
results. The course comprised workshops and individual
one-to-one telephone coaching. The programme is currently
being rolled out to other departments and teams.
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Unilever:
GROUP COACHING TO MAXIMISE GLOBAL TEAM INITIATIVES
Participants benefited from working with an objective
coaching facilitator who helped them to clarify key
issues, see the business unit from a fresh perspective
and redefine the roles and responsibilities of team
members. They commented that they had gained quality
time and space to create a workable plan for the next
12 months. Everyone reported a greater sense of clarity
and renewed motivation and commitment to move forward.
Significant progress was made towards resolving inner
conflict in the team, with individuals finding they
gained a better understanding of each other personally
as well as professionally, feeling more bonded as a
team.
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Bovis
Lend Lease: CREATING A CLIENT CENTRIC CULTURE
Bovis Lend Lease are introducing
the concept of creating a 'client-centric' culture throughout
their business and have found the coaching approach
highly effective in stimulating people to take ownership
of the initiative, helping managers to change their
mindset, to develop new business opportunities by better
understanding their clients. The benefits Project Managers
have reported include: executives being better able
to identify and believe in the changes of behaviour
needed to become client-centric. They have witnessed
people implementing higher level interpersonal skills
into their working life with successful and enthusiastic
results. Professional relationships are undoubtedly
improving throughout the business and the programme
is now being extended worldwide.
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Technology:
SENIOR VICE PRESIDENT - LEADERSHIP MASTERY
This senior Executive wanted further advancement &
increased responsibility but had recognised that he
needed to work on 3 key development areas:
Influencing and communicating more effectively/impact
fully, Easier more efficient decision making, Becoming
a more visionary leader, enhancing his relationships
with senior executives both inside and outside his own
organisation. He also wanted to focus on expanding trust
in his own judgment and intuition and improving his
ability to deal with the 'grey area', having more inner
courage, confidence and creativity.
His leadership programme consisted of 10 one-to-one
sessions over 7 months, combining face-to-face with
telephone sessions and email support. Sessions included
visioning & personal and professional planning,
prioritization of key goals and initiatives, clarification
of personal drivers, needs, values and belief systems.
He was challenged to operate 'outside of his comfort
zone', overcoming several limiting beliefs and changing
negative behaviours by thinking 'out of the box' on
a more consistent basis. During the programme he was
challenged to create and maintain key new habits. He
remarked on feeling more positive, having a more proactive
attitude, being more focused with clearer short and
longer term plans.
Feedback he received to endorse the value of his coaching
included: Genuine enhancement of his personal presence
and ability to gain buy-in to his ideas was reported
by colleagues and external clients. More positive energy
reported in his team, people feeling more motivated,
challenged to 'up their game'. Business had been static
for 12 months, up-turn in turnover was generated after
3 months. He also achieved significant improvement in
his own self awareness, which he felt gave him a greater
sense of confidence and belief in his ability to leverage
and amplify his strengths, make quick decisions, see
further ahead, challenge and empower his people.
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Telecoms:
RE-ENERGISING WINNING TEAMS
During a time of significant
change and instability, there was a need to re-energise
the team, improve team synergy and morale, whilst at
the same time enhancing their effectiveness, enhance
their levels of commercial awareness and develop their
coaching and interpersonal skills and provide individual
support to key team members.
The programme began with a 2 day group workshop where
participants were coached to scope out for themselves
a clear compelling vision for the year ahead. Roles,
responsibilities and team-working guidelines were agreed.
The concept of commercial awareness was explored and
the team reached agreement on 8 key success factors,
which they measured themselves against. Development
gaps were highlighted, frustrations and obstacles were
aired and a brainstorming session clarified key breakthroughs
needed. Individuals took responsibility for the appropriate
actions required.
The group work also included elements of coaching skills
training, with role plays demonstrating best practice.
Personal development tools were also introduced to strengthen
the professional foundations of each person and to encourage
growth from the inside out. Each participant also received
a series of one-to-one telephone coaching sessions to
personalize and embed their learning to sustain changes
long-term.
During the coaching programme the team reported a stronger
sense of connection, a deeper understanding of each
other and a clear commitment to support each other to
provide the best possible service to their clients.
More enthusiasm, passion and positive energy was noticed
in the team to make things happen. They started to demonstrate
a powerful belief in their ability to make a difference
and create a 'department of excellence'. Lower stress
levels were observed, despite the uncertainty, people
felt a clearer sense of personal identity and ability
to relieve pressure by seeing a bigger picture and taking
charge of the specific elements. Individuals achieved
significant improvements in their own self awareness,
with a clearer sense of individual contribution and
a greater ability to help others become more proactive
in managing their own issues going forward.
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Senior
HR Professional : REGAIN CONFIDENCE,
UNBLOCK FEELINGS OF BEING 'STUCK' AND MOVE FORWARDS
In my role as an HR Professional, I have identified
managers within my organisation who I believed would
benefit from a coaching relationship - a process which
proved to be successful for both the organisation and
the individual. What became clear to me, was that I
also needed help to move me on from where I was with
my relationship with my Manager, and my own career and
satisfiers. I therefore decided to find myself a coach,
and contact was made with FPG.
Initially I had 6 or 7 objectives I thought I needed
to address, all a bit of a jumble and all huge. At our
first coaching session, Val worked to focus me on what
my immediate needs were and to identify those areas
that could be left for a while. This process provided
me with bite-sized chunks to deal with and the feeling
of control, from my previous position of 'out of control'.
After our first meeting (where I was set some homework)
on the train going home, I as usual looked through the
Appointments section of my professional magazine, and
highlighted some jobs of interest - a ritual I had undertaken
numerous times. The difference this time, was that I
made the calls, and within 7 working days of our meeting
had two interviews planned for prospective jobs.
Within 6 weeks of our meeting, I had secured another
position for myself with better prospects and had regained
my sense of self-worth. I don't think I have really
looked back from then - I believe I was searching for
reassurance in my professional ability and working with
Val helped me grow into myself that little bit more
and be more comfortable with who I am and how I operate.
Regarding my relationship with my Manager, I talked
with other people about how they related to him, and
it became clear, that my own experience was no different
to theirs. This helped me to recognised that it wasn't
a 'me' issue it was a 'him' issue. This reinforced my
decision that this was not how I wanted to work, the
relationship was not a positive one for me, and that
I needed to seek a working environment where I would
be comfortable acknowledging what I needed from my Manager
- not thinking that what I needed was a weakness - but
necessary for me to function properly.
During the coaching process, Val gently guided me through
my objectives; she challenged my assumptions by asking
for evidence, facts to demonstrate my feelings, taking
some of the emotiveness out of the situation. Initially
I found the process quite emotional, talking about my
fears, insecurities, relationships, however Val was
supportive and remained on track, when I was wandering
off down blind alleys. At no time during our coaching
sessions did I feel that Val was judging me or pushing
me farther than I wanted to go at that particular time
- having said that she also didn't let me off the hook
when I tried to procrastinate and duck the issue.
In between our formal coaching sessions, Val maintained
email contact on a regular basis, with a little note
here and there, which for me was great as it was a reminder
that someone else believed in me and had taken the time
to make the contact. I continue to be a great believer
in coaching and that we can all benefit during our lives
with the support a coach provides to achieve and make
the changes we aspire for.
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Director
- Financial Services: SUSTAINING HIGHER LEVELS OF CONSISTENT
PERFORMANCE EXCELLENCE
This Director agreed to
work with a coach having identified a need to supercharge
his group and recognising that it was important for
him to be seen as operating more consistently, his performance
had been erratic, he needed to increase his awareness
of the image he was creating and sustain high levels
of excellence both on regional and global basis, whilst
at the same time providing clearer leadership and communication
within his team.
This executive coaching programme consisted of 10 one-to-one
sessions over 6 months, combining face-to-face with
telephone sessions and email support.
Sessions focused on revisiting the individual's talents,
strengths, needs and values and clarifying his personal
and professional contribution. Coaching worked to strengthen
his personal foundations, improve his health, well-being,
integrity, authenticity and work/life balance as well
as goal setting, boundaries, time management, and accountability.
He also worked on strategic planning and enhancing personal
effectiveness, identifying limiting beliefs and behaviours
and establishing new effective ways of operating. Interpersonal,
coaching and influencing skills were further developed.
Vast improvements in the individual's personal effectiveness
were noticed by colleagues within weeks of him starting
coaching. Telephone calls and emails were being responded
to in a timely manner, he had developed more structured
routines, communication and reporting systems and successes
were reported in his management of key client relationships.
He said he felt more focused,
able to identify core and non-core activities and realized
he was more adept at reading situations in the workplace.
The coaching enabled him to see his professional life
from a broader perspective, carrying out small changes
to his life-style/balance made him feel in more control
of his life and career and had huge impact on his ability
to operate at a higher professional level. Heightened
self awareness enabled him to feel a greater sense of
satisfaction and achievement from his core being and
liberated him to recognise himself as a leader and start
to behave like one consistently.
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Group
Of Managers - Publishing: BECOME
MORE INSPIRATIONAL MANAGERS, ENHANCE TEAM-WORKING
Highly competitive environment, the company wanted to
ensure all key managers were optimising their potential,
innovating and staying ahead of the competition. It
was recognised that people needed to enhance their management
style and team-building abilities. They wanted to gain
inspirational managerial skills and improve motivation,
productivity and communication within their teams.
Managers received a group coaching workshop with email
coaching before and afterwards. The workshop focused
on participants co-creating a shared vision of management
excellence with each participant scoring their current
reality and highlighting areas for development. Coaching
worked to strengthen managerial effectiveness habits,
improve goal setting, prioritizing, boundaries, standards,
time management, reserves and personal development initiatives.
Results included: Improved staff retention figures,
more proactive, opportunistic workforce, highly respected,
inspired, motivated managers leading teams of people
with clear roles responsibilities and paths for development,
Increased revenue from existing client base and employees
voting the company a 'great place to work'.
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Senior Manager - Job
dissatisfaction, despite excellent reviews: CREATE LONGER
TERM CAREER PLAN, ENHANCE PEOPLE SKILLS AND WORK/LIFE
BALANCE
During his early coaching sessions it became evident
that the key source for this manager's dissatisfaction
were due to limited people skills resulting in frustration
for his and unhappiness and resistance from staff. In
addition, long working hours left little energy for
personal life. Several promotions to senior management
removed him from the hands on work he enjoyed and involved
a lot of people management responsibilities, which he
did not enjoy.
During his 6 month telephone coaching programme, this
manager worked with a coach simultaneously on developing
a career plan, taking responsibility for his career,
seeing the bigger picture and exploring alternatives,
whilst making things as good as they could be in his
present situation and using current reality to learn
people and interpersonal skills that would be transferable.
Coaching also focused on time management and boundaries
so that he worked more effectively in fewer hours, left
work earlier and had more energy for a fulfilling personal
life.
He had a lot of 'shoulds' on how both his staff and
himself should operate and he worked with his coach
on listening, seeking first to understand, and responding
to what was real, rather than what should be. He explored
what would be necessary in present situation for him
to feel good at work again and contributing without
frustration - this included 50% hands on project work,
delegating some areas he really disliked, and working
from home one day per week.
Over time he became far more accepting of people's humanness
and more able to play to their strengths rather than
being frustrated by their weaknesses. This resulted
in happier teams and less resistance. He initiated ideas
for change of role and responsibilities and maintained
his ground during negotiations with a somewhat intimidating
boss. This resulted in achieving 90% of what he wanted
and in his department retaining a highly valued and
productive manager who would otherwise have left.
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Female
High Potential Employee: OPTIMISING A NEW ROLE - AND
ENJOYING IT!
Recently promoted into management
role, but was uncomfortable and not liking her new role,
her organisation wanted to keep her but also needed
her to improve performance.
Coaching was a combination of face
to face, and telephone sessions with email support throughout.
During the sessions the individual agreed personal goals
as well as business goals. The coaching helped her to
clarify and address her needs & values and ensure
she was getting them met. Self care, and boundary issues
were discussed. She was a list maker and often allowed
herself to get bogged down with too much unnecessary
detail. During her programme she identified her key
objectives for the year and started to see the bigger
picture of her life.
Coaching helped her to clarify
fresh perspectives. She began to see value in her contribution
and how she could manage staff better. Learning specific
coaching skills herself enabled her to apply the same
techniques with her people and team morale improved
significantly. During her sessions she also dealt with
a number of personal issues, which improved her relationships
and gave her more energy. She got up to speed in record
time with her new role and responsibilities and the
company were delighted with improved performance.
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How to deliver target-busting profits without destroying your life:
COACHING HELPS HIGH POTENTIAL LEADER TO TRANSFORM HIS ORGANISATION'S PERFORMANCE.
"To every person there comes in their lifetime that special moment when you are figuratively tapped on the shoulder and offered the chance to do a very special thing, unique to you and your talents. What a tragedy if that moment finds you unprepared or unqualified for work which could have been your finest hour." Sir Winston Churchill
This is a great intention for all leaders to hold for this year - asking themselves ´what is unique to you and your talents´ and ´what extra personal preparation should you commit to so that you're in the right place to make the most significant impact within your organisation in 2007?´
This is also a very apt quote for a senior manager who recently worked with an FPG coach. Early in 2005, Mike (the name has been changed to preserve confidentiality) was in the early stages of a coaching relationship, focusing on his leadership skills, when he was presented with an opportunity to "do a very special thing."
The Opportunity
Mike worked for a fast-growing retail organisation. Unexpectedly he was given a new business unit to run and tasked with delivering ambitious market share growth. Initially he thought the targets were over optimistic. Mike was in his early forties, with a young family and already worked hard. He was nervous that accepting this opportunity would destroy his work/life balance.
Ready for the Challenge?
Mike discussed the opportunity with his coach; he had been waiting for the chance to prove himself but was afraid he wasn't ready. ´Why me?´, he thought. ´Couldn't they have given me something more realistic? What will they think if I decline?´ As his coach probed further, the feelings underneath were; ´Am I really up to it? Am I good enough to achieve this? Is it really possible to meet these targets?´
The Real Issue Holding Him Back
Mike's real issue was his self-confidence and belief. Fortunately, he WAS prepared. During previous coaching sessions he had clarified his strengths and honed-down his key contributions to the business. Also, as part of starting coaching, he'd undertaken an FPG leadership 360º assessment, so he knew what those around him believed were his strengths and development areas.
The Power of Preparation and Knowing Your Strengths
Mike knew the 3 qualities that made him successful were his business/ commercial acumen, excellent communication skills and powerful networks within the organisation.
As his coach challenged him to focus on these talents, his belief in meeting the targets strengthened so he accepted the task. The majority of successful leaders are true to themselves. They ´be all they can be´, optimising their strengths, talents, wisdom and experience, banishing fear, doubt and frustration and honing their focus with relentless discipline to generate results. Mike was one of them.
Aside from his own self-confidence, the main barrier to success was Mike's need to be in control of what his team was doing. As his coach drilled down with laser questions, he understood the cause was his lack of confidence and belief in his people, so his next 3 coaching sessions focused on this.
Full Potential Leaders
A full potential leader has freshness, lightness, creativity and freedom in their approach. Mike's coach challenged him to keep things simple, focus only on the areas he excelled in and ensure he had the best possible team whose skills complemented his own, so he could maintain clear, positive, focused energy to drive things forward.
Mike knew both his talents and weaknesses. Whilst he understood the commercial implications of achieving his sales targets, he was not a technical expert. The "old" Mike would have spent months learning about the products before having the confidence to make a difference. The "new" Mike had enough self-confidence to focus on his strengths, experience and understanding of retail and trust his people to deliver the technical and product expertise.
Believing in his people was one thing, but stretching, challenging and holding them accountable was essential too. Mike worked hard with his coach on sharpening up his coaching skills: creating a quiet mind, powerful listening, laser questioning, reflecting back his intuition, feelings and facts, giving honest, sometimes difficult, feedback and challenging his people to maximise their true potential.
Full Potential Leaders are passionate about harnessing the infinite potential of both themselves and others and they mobilise mind, body and heart to achieve this. This was the vision that Mike's coach held out for him.
The Results
Mike's business unit was targeted to grow from £40m sales to £46m over 3 years but ended up delivering sales of over £53m within 2 years. Mike felt that at least 20% of the additional revenue generated was a result of his coaching; previously used to driving big initiatives on his own, Mike released the potential of his people and shifted his own perspectives and assumptions about his role into one of transformational leader.
Our Challenge to YOU...
- What are the 3 qualities that make YOU most successful in your role?
- What stops you from being as successful as you'd like - and what are
you willing to do about it?
- ..take a moment too, to reflect on your team and the people around you - What are YOU doing to inspire your people to acknowledge and use THEIR special talents? And what are you doing to encourage your people to best prepare themselves to be their personal best, so they are ready to make the most of the opportunities that present themselves in 2007?
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