Joan was a very competent, intelligent woman who was clearly ambitious and knew how to get things done. She was an expert in her field and knew the market inside out. She was on the Leadership team and well regarded for her technical expertise. She had great support from her Leader who was great at encouraging self-awareness and development.
The initial assignment was to work with Joan to help her manage and alter her behavioural style when needed. Joan had recently decided she was interested in a larger people management role and her Leader had been clear with her around the potential derailers that were holding her back.
It was really important to get a sense of what Joan’s stakeholders were saying. There was a lot of noise but not a lot of direct, honest conversations about how people were experiencing Joan in the workplace. Her Leader was the only one who had been courageous enough to have the ‘real’ conversation with her.
Initially we undertook stakeholder interviews where we asked some direct questions which had been co-authored with Joan and we then feedback the themes to her. She was shocked, she had a realisation that her self-awareness wasn’t as high as what she’d self-assessed as part of our initial assessment questionnaire and interview that Joan had completed.
We worked together to unravel the story of Joan– how had she become this way? Where did this behaviour serve her and where did it hinder her? What patterns and themes did she notice in herself where she became more abrasive to protect herself?
Another big part of the coaching was teaching Joan how to be compassionate towards herself and stop beating herself up. She had perfectionistic tendencies, truth be told, she was harder on herself than anyone else around her.
We worked on the whole area of vulnerability and employed Brene Brown’s work in helping Joan to understand the strength of reaching out and asking others for help and sharing of herself in a way that lead others to want to work with her and be closer to her.
Once we had worked through what type of relationships Joan truly wanted, we looked at what emotions, behaviours and thinking would help her to remember this when ‘in relationship’ with someone at work. We worked together on imagining and practicing what these conversations would look and feel like, particularly with her peers, where she had rated the lowest.
Joan deployed herself very courageously, she had some really tough conversations and took the whole coaching assignment seriously. She was driven by her purpose which was around leaving the world a better place than she had found it. She did fall back to her abrasive behaviours on occasion but she had the tools to be able to move out of this place quicker and to be kind to herself during this process. Joan ended up getting a promotion to a significant people role and when we repeated her stakeholder feedback, there was a marked difference in people’s opinion of Joan and how she was perceived by others. She too, was happier and less stressed and felt more authentically her. It was a privilege to work with her.
Sue was brought into work with John who was a consummate professional within the media industry. He was a senior leader with decades of experience and was well respected both within the organisation and his peers externally. The key issue was the organisation was going through significant change around the digital revolution and John was struggling to be resilient and adapt to the pace of change that was happening.
When Sue interviewed John initially, it was clear that he had lost some of his confidence and his meaning within the work. He felt very torn as he had a huge loyalty to the organisation and wanted to stay but was unsure that he could keep up with the ongoing demands. A new CEO, ruthless timescales, punishing deadlines and an increasing push towards online and digital sales strategy.
The initial coaching assignment was to help John regain his confidence and to redevelop his brand. The organisation were really keen to invest in him and wanted him to see his potential and growth opportunities within the organisation, the way it was put to me was ‘help him find his mojo again!’.
Initially we undertook an LSI to get a sense of where John’s behaviours were holding him back and to help him get clear on how he saw himself versus how he was seen by others. It became very clear that John’s LSI one was constricted, when we explored this through our coaching conversation, he was experiencing some flat moods, some loss from people and friends leaving the business due to the rapid change along with a feeling of ‘not being good enough’ to keep up with the current trends. His LSI 2 showed a marked difference in the blue behaviours, showing that he was well regarded and his styles were mainly in the constructive cluster. What was also evident was John had a high score in the approval and avoidance styles. This was not surprising given the current circumstances in his environment.
We worked together on establishing ‘brand John’. What did he want others to be saying, feeling, thinking when they were around him? What and who did he want to project to others? How could he get in touch with what was driving him and what he wanted to share with the organisation. We also did a lot of internal work to help him find his true authentic self, not a mask that he was portraying, but who was he really behind his identity?
He worked through narratives around where he’d faced significant challenges in his life to date and what qualities had he fostered and nurtured to help him in the face of adversity. He was reminding himself of his strength. The purpose of all of this work was to build a true sense of who he was, thereby reducing his approval score and increasing his self-actualising scores.
John found his ‘CEO’ voice and his re-brand was re-established. We conducted interviews with his stakeholders before and after the coaching and his presence, re-engagement and drive were completely re-invigorated. His LSI scores had shifted significantly towards building more of the blue. He was happier, more fulfilled and healthier in mind, body and spirit as a result of the brave journey he went on.
We were engaged by an EGM within a large organisation to work with him and his team with a specific focus on building their team effectiveness across a number of key factors. These included:
The EGM was new to the team and was also on his development journey. The team was large and lacked cohesiveness. There was little if any commitment to a shared vision and there was a strong dependence on authority and little exercising of leadership across the team.
This process, which has been ongoing for nearly 3 years, has involved workshops, team and individual coaching and skill building. The project involved an upfront measure of team effectiveness using the Lominger T7 Team Architect.
The main focus of our approach was to create a must win battle or demanding team performance challenge that would galvanise the team. Their goal was to increase their external customer satisfaction in relation to similar organisations. We worked at both an individual level with the team members as well as coached the team in developing the key skills to deliver on this must win battle. The key skills we developed included:
We completed a re-assessment after 18 months which highlighted an increase of 42% across all key factors that drive high performing teams. The division this senior leadership team leads has seen this program directly impact on their business performance where they have moved from 5th in their client satisfaction measure to 1st within that 12 month period whilst going through enormous change.
The feedback from this client has been incredibly positive and had led to further coaching and team coaching opportunities. We are still working with this team some 3 years later. Sue is still involved in coaching members of the team as well as working with the teams below this executive team.
We were engaged by a CEO at a large organisation to work with him and his team with a specific focus on building their team effectiveness across a number of key factors. These included:
The CEO was only 6 months into the role and the team me inherited was by his own words “not working well together”. There was silo driven behaviour, an unwillingness to have difficult conversations and no clear understanding of the teams mission. We were brought in after there were some changes to the composition of the team. Effectively half the team were new.
This process, which went for nearly 2 years, has involved workshops, team and individual coaching and skill building. The project involved an upfront measure of team effectiveness using the Lominger T7 Team Architect.
We interviewed each of the team members to identify the challenges and to start building a relationship with them. We knew that we were going to need to take them outside their comfort zone and building that trust upfront was important.
The main focus of our approach was to create a must win battle or demanding team performance challenge that would galvanise the team. Their must win battle focused on growth targets. The key skills we developed included:
We completed a re assessment after 18 months. This remeasure highlighted an increase of 25% across all key factors that drive high performing teams. The feedback from this client has been very positive and as a result Sue has undertaken 3 coaching assignments with the individual team members including the CEO.