Case Study
Neil Espin has worked with us consistently over a period of nearly 18 months. The team have achieved significant results in the work areas. Coaching has served as an instrumental way of working in leadership capability development in the organisation. It has enabled individuals to explore their personal purpose and link this directly to their role and contribution at work.
The key outcomes of coaching included:
“We now act for each other; there is a way of working developed with Neil Espin of: “1+1= 3” which established the norm of working in the Leadership team to take accountability and bring your issues to the team for them to build with you your results.”
- role modelled the value teamwork; we understood what we were asking of others.
- this transformed our working structure around accountability and how support and challenge “looked” in the business.
“The leadership team members took more airtime in meetings around different business issues. Initially more to do with their chosen accountability. This manifest as a challenge or support type questioning style. A huge improvement in setting context, giving clarity which resulted in more focus.”
- more output from the leadership team that was focused and having a greater difference to business performance.
- more empowered teams, clarity of Leadership Team translated into the teams focus.
“Having understood more, about what leadership was, as summed up by the book “Deep Change” Neil worked with the team to surface what was termed “Personal baggage” i.e. the things stopping us being great and believing in ourselves. The Leadership Team started to do things differently and effectively around their areas of accountability ”
- creating confidence in others particularly day teams by the leadership team being confident and having belief in the vision and strategy.
- a new release of energy and results being delivered.
“Connection to the individual on a strong emotional level so that leadership came from within the person. This was experienced very differently at different times for each individual.”
People became more authentically themselves and stepped up to be a team member bringing their own strengths, little deferral to MD.
“Team started to live up to the role, therefore a cascade effect of level of accountability throughout organisation. The team consult with each other as equals and respected differences which are recognised as never as easy scenario but if worked with delivers more. People were being recognised and valued for their strengths.“
More rapid progress in key strategic issues of optimisation, people and innovation, which prior to this accountability was muddied with “who owns it”. There is now ownership and shared accountability.
“A questioning of what we want as a team and what are the right things to do in the business context. Worked for and with each other, shared accountability. Much more challenge and support in how people worked.”
Achieved significant business results e.g. quality project by the people in the teams, not from the day to day problem solving input from “senior management”
“Neil brought his expert knowledge to coach us to really clarify the meaning of the values created, test them and translate them into what does that mean as leaders you will do differently? The team were pleased a difficult “soft” area was finished, well done & clear and turned into a very action orientated thing. Neil also tested our approach in communicating the values.”
- values are used as an anchor in discussions to allow the team dynamic to overcome conflict.
- they are used when deciding strategy and operational issues to test whether the decisions are what we stand for.
- they are used to inform our ways of doing things when creating new ways of working e.g. end of year review.
|
