CW is the Managing Director of a UK division of a US conglomerate. He has recently been appointed to the role and is faced with some difficult decisions about the direction of the business, which is likely to lead him to make some changes to his top team. Whilst he works through his options, he is not able to share his developing plans or confide in anyone in the business, so we are currently meeting on a regular basis, so that he can work through his proposals.
JM is Sales Director for a high street clothing retailer. He has a long and successful track record of increasing growth but sales are stagnating and he is becoming increasingly frustrated by his team and his own performance. For the first few minutes of every session, he just needs to express his frustrations. He is then able to look more clearly at the elements of the situation he has some control over. He starts to understand that he is conveying his own frustration and anxiety onto his sales team, so that they are starting to avoid him. He realises he does need to make changes, but needs to have a cool head in planning and managing them.
SW and BA undertake a senior position in a telecoms company as a job share. SW has worked for the company for about six years, but BA has been appointed from the outside, so they didn’t know each other before they were appointed. We are working together on two areas: to ensure that all the practicalities of the job share are nailed down, which has the benefit of exposing their different styles of work, so we have been doing some work using the Myers Briggs Type Indicator, to understand each other’s psychological preferences and develop ways of working to each other’s strengths.
Coaching through Organisational Change
BC was a senior content manager working for the TV arm of a telecoms company which was closing the site where he was based. The company saw the proposed relocation as exciting, despite significant additional travelling time. For BC it could not be further from the truth. He had difficult domestic circumstances, lived within walking distance of the current site and had his life well organised. It took two sessions for him to think rationally about the move as he felt completely let down. Slowly we started to talk about compromises he and the company might both be able to make to allow him to continue his career. Eventually he agreed with his employer to work two days at home.
Career Transition Coaching
ME has had a successful career in contact centre management, which has taken him all over the world, but his parents are ageing and he has reached a point where he no longerÂ wants to spend long periods away from home. We are working through his options: does he wait for a position close to home, or does he embark on a more radical change of career. He is seriouslyÂ considering becoming a personal trainer but he is over 50 and, having just recovered from a tricky shoulder injury, is worried that the second career might be relatively short lived. We have used force field analysis to help him order his thinking.
Over the past year the RPM team in a national health regulator have allowed themselves to drift and be driven by events rather than setting the agenda. The team leader worries that things have gone too far, so that they are no longer capable of changing. In our first meeting it is clear that individuals or groups of two and three work on their own to the detriment of the whole and they really don’t know or trust one another. Between the first and second meetings we undertake an ATPI team diagnostic, and useÂ it to inform some fundamental work on team cohesion and objective setting. We go on to develop an action plan which is reviewed in subsequent meetings.
HR and Organisational Change
IPFO is an important industry regulator, funded by the industry itself, which has a high profile but had suffered from neglect internally for some years. Changes to regulations following a national enquiry led to a change in the name, the rationale and the top team. Elite Coaching was brought in by the Chief Executive to review the organisational structures within a new funding envelope, introduce a coherent reward system, review and update employment policies and procedures, and advise on employee engagement. We put a series proposals to the board, developed an implementation plan and accompanied the Chief Executive through the changes. It took five months from start to finish. We have also been managing a series of recruitment and selection exercises for the organisation.
A contract catering business in the West Midlands has grown steadily to over £20m turnover and 150 permanent employees in just over four years, and realises that its employment policies and reward system have grown organically with the business and now lack some consistency and cohesion. Elite Coaching spent two weeks reviewing all the employment policies and the reward system, and prepared a report for the owner, who discussed it with his management team and asked Elite to implement the majority of the proposed changes.
A leading provider of remote health advice underwent fundamental change following changes in legislation, which ultimately led to the movement of over 4,000 employees into or out of the organisation through TUPE transfers, restructuring exercises and a redundancy progamme. Elite Coaching designed the programme and provided project management for the major elements of the programme, which included some very complex transfers under TUPE regulations, a reduction of 30% in back office costs and a final redundancy programme, which affected 2,000 employees.
A leading telecoms company took over a smaller rival earlier this year, and took the opportunity to close down one of its large regional offices. Elite Coaching worked with the central HR team to plan the change programme, met with and coached the individual managers to undertake their line role in the consultations, undertook the individual consultation meetings with the employees at the regional site alongside the line managers, and acted as an independent liaison between central HR and the regional office.
A national body was introducing new regulations and was undergoing a period of consultation. It needed to undertake a series of public meetings across England and the devolved administrations. Elite coaching facilitated six meetings in England and Wales, Scotland and Northern Ireland, introducing speakers, managing table top discussions and chairing Q & A sessions with subject matter experts and senior civil servants.
A health commissioning body was becoming increasingly concerned about lack of co-operation between urgent and emergency care provider bodies in the run-up to winter 2015-16, so convened a meeting for all stakeholders to try to and asked Elite Coaching to chair and facilitate the meeting.
In association with its partner EDC, Elite Coaching is working as an Organisational Development partner with a Clinical Commissioning Group in the South East of England. The three year OD Plan for the organisation, which is managed and undertaken by EDC in association with Elite Coaching, includes Board, Governing Body, Member and Stakeholder events, individual coaching for executives and senior managers, team coaching for the executive and senior leadership teams, “town hall” events, development for aspiring managers and MBTI interventions for all new starters.