Client – The Chief Investment Officer at a U.S. based global investment firm
Need – The client was considered a brilliant strategic leader. He had the capacity to drive his vision for change through to successful execution. He was a respected leader, with a deep knowledge of the investment industry. He needed to be able to develop greater followership, “buy in” and commitment when delivering on organizational goals. He was described as having high IQ and low EQ. The firm underwent two international mergers during the coaching engagement.
Result – Qualitative 360 interviews were undertaken identifying themes such as micro management, poor delegation, over scheduling, and lack of empathy. Training and skills development had been provided. It was clear however, that skills and competency development was not sufficient to ensure behavior change without the development of a mindset that allowed for, and supported the change. Using the mergers as fertile ground to practice effective leadership and facilitation strategies, the coaching focused on exercises that would support the development of the coachee’s adaptive capabilities, aglity and perspective taking capacity required for effective leadership and organizational success in a fast moving, unpredictable environment. This approach helped identify and manage the blockers to change. It also enhanced his capacity to take multiple perspectives and demonstrate more empathy. This resulted in his colleagues feeling more supported, empowered and valued, which in turn, led to higher levels of engagement, motivation and performance.
Client – A global medical device company
Need – Inter-team conflict between the company’s Quality, Clinical & Regulatory Team and the Design, Development & Marketing Team, was causing significant delays in getting products to market, resulting in the loss of first mover status, lost revenues and lower profitability.
Result – Drawing on a strong background in dispute resolution, undertook one-on-one coaching with each team leader, in addition to group and inter-team coaching and mediation. The focus included: co-creating a common purpose; and coaching around interpersonal and group dynamics, personality styles, conflict resolution skills, the development of perspective taking capacity and emotional intelligence.
Client – The CEO of a global financial services firm
Need – A U.S. based financial services firm was acquired by U.K. competitor. The aim of the coaching was to support the CEO in aligning cultures and enhancing potential synergies.
Result – Provided one-on-one coaching throughout the acquisition with an emphasis on developing change management strategies, managing cultural integration and alignment, and promoting engagement and motivation pre, during and post acquisition. The coaching was supported by a series of targeted workshops to address leadership challenges in times of uncertainty, change and transition.
Client – An International Bank with offices in Asia, Australia, Europe, North America & New Zealand
Need – As part of a global talent management strategy, high potential leaders were invited to participate in overseas assignments and placements. Expat and transition coaching had been provided on an ad hoc basis with limited success. The coaching was not yielding the anticipated ROI as a significant portion of the assignments and placements were unsuccessful.
Result – Collaborated with talent professionals to design a global expat transition program and undertook one-on-one executive coaching with individual leaders transitioning between Australia, the U.K. & Europe, the U.S. and Asia. The program ensured that executives hit the ground running – allowing them to achieve high performance as fast as possible. Coaching targeted the development of global mindsets, cultural awareness, mental toughness and resilience. The coaching program was so successful that it was adapted for use in all of the Bank’s international transitions, hires and global transfers.
Client – The Executive Leadership Team of a large global law firm
Need – The law firm was plagued with low levels of wellbeing and resilience, coupled with elevated anxiety, depression burnout and turnover. This was compounded by the sweeping structural changes that have been facing the legal profession since the Global Financial Crisis in 2008, including shrinking margins, the out-sourcing of legal services, disruptive technologies, discounted prices, shifting demographics, global mergers, and the collapse of a number of large law firms. Turbulence was part of the everyday experience within the firm, causing greater demands to “do more, to a higher quality with less”.
Result – With a deep understanding of the legal industry and the dynamic of operating in today’s knowledge driven, interconnected, global environment a leadership development coaching program was designed that would help lawyers cut through complexity, navigate uncertainty and remain agile as new challenges emerged. The coaching resulted in increased engagement, motivation, performance and wellbeing, which in turn had a profound impact on the bottom line.
Client – A senior leader within a national financial and securities regulator.
Need – The client was a high performing senior leader who engaged in behaviors that caused interpersonal conflict with colleagues. The impact was cascading through the organization and was reflected in low morale, productivity and performance.
Result – Although the assignment was originally couched in terms of a performance management issue, it quickly became apparent that the problem was a systemic one. This resulted in an acknowledgement that there was a collective responsibility to successfully manage the dynamics of interpersonal relationships in order to support sustained behavior change. 360 feedback pre and post coaching not only resulted in significantly increased ratings for the individual coachee, but also for the culture and climate of the whole organization.
Client – A senior leadership team within a international professional services firm.
Need – The organization had developed a number of initiatives including a “one firm” strategy and a cultural change program to enhance collaboration and co-operation within teams, across functions and through a network of international offices. Many, but not all of the senior leadership team recognized that any change process started with them.
Result – Using a Systemic Team Coaching approach, worked with the senior leadership team to build trust, develop interdependence and to enhance cohesion and collaboration. This resulted in the senior leadership becoming a high performing, committed team – who developed collective leadership capacity and shared responsibility for leading, executing and delivering on the organizations strategic initiatives.
Client –A number of senior managers at a large international accountancy firm.
Need – Each of the senior managers was transitioning in to the role of partner. Their roles were changing from one that emphasized technical excellence to one encompassing broader management and leadership responsibility. The aim was to develop strategic and people leadership capabilities in the context of a complex matrix organization.
Result – One-on-one coaching centered on the leadership of self, leadership of others and leadership of the business. Depending on specific individual strengths and needs, the coaching focused on areas such as: strategic decision making and problem solving; client relationship building and business development; career planning and development; building strategic partnerships and stakeholder management; improving interpersonal effectiveness, presence and influencing skills; effective communication and people management skills.