Cultural Integration at a high profile public body
A high profile public body was seeking to integrate a number of disparate organisations who had come together to work on the next phase of a multi-decade initiative. Each organisation had its own distinct culture and values and way of working and the new CEO was seeking to fully integrate the teams and create a new purpose, culture and values for the combined organisation. Our initial approach was to gather feedback from all staff to understand what was going well and what was not; what they wish to bring forward from their previous organisation and what they wished to leave behind and how they saw the future for the new combined organisation. This feedback was presented to the Executive Team and formed the basis for creating the new purpose, culture and values. This was underpinned by a new appraisal scheme and a leadership development programme.
Coaching Evaluation at a publicly quoted Insurance Company
In our approach to coaching we advocate strongly for a focus on performance and results. There may not always be specific economic measurable outcomes from coaching, although often there are, but we do believe that each coaching assignment should be reviewed on completion of the assignment.
We were asked by the Head of HR for a publicly quoted insurance company to review the coaching that had been undertaken over the previous few years. We developed a methodology that he was comfortable would work within the organisation. It consisted of an online questionnaire for all coachees and their line managers, followed by a structured interview with the coachees and line managers based on the findings from the survey.
We took what we had found from the survey and interviews and developed a report that included observations and recommendations for the next stage in the development of coaching within the company.
Some key findings were:
- 36% of coachees strongly agreed and 64% agreed (100% in total) with the statement ‘I gained real value from the majority of coaching sessions that I had with my coach’
- 73% agreed or strongly agreed with the statement that ‘My coaching experience added real economic value to the company, most likely in excess of the cost of providing a coach’
- The vast majority of coachees believed that their confidence, decision making and influencing skills were improved as a result of coaching.
- 33% of line managers strongly agreed and 67% agreed with the statement ‘Given the opportunity, I would authorise coaching for other members of my team to enhance their effectiveness’.
As coaches ourselves we learned much from our work in this area and we work hard to build best practice into our own coaching practice.
Investment process consulting at a European asset manager
An investment team wanted to develop their sales and marketing materials as it felt it was not capturing the assets that its performance record deserved. The Leadenhall consultant worked with the team to sharpen their sales story and in doing so encouraged it to be more explicit and precise about key elements of their process. This resulted in a greater level of shared conviction in the investment process itself as well as the revised story. The consultant was key in bringing sales and investment personnel together to road test the new materials and their applicability to different client groups. He also worked with relevant internal resources to develop tender documents and to embed the new agreed ideas throughout the organisation.
HR Consulting at an international Insurance firm
The Head of HR of a major international insurance company wanted to strengthen the performance of his HR team, improve business partnering and involve the business in the changes being developed. Leadenhall Consulting worked with the Head of HR to:
- Define the organisation structure and the key roles within it.
- Obtain the views of the CEO, CFO and other senior executive team members on the HR function and the services that they expected from it.
- Organise and lead an offsite with the HR team on business partnering.
A report was produced for the CEO of the business and the Head of HR was able to use the recommendations to restructure his team thereby raising their performance and profile.
Executive Team coaching at a public body
A new leadership team was formed as a result of the merging of a number of entities and while this team had a broad agreement around the purpose of the new organisation, there were significant differences when it came to practical prioritisation of initiatives. This ambiguity was consequently reflected in a lack of clear direction elsewhere in the organisation, which the team itself labelled ‘silo working.’
Leadenhall coaches worked with the leadership team to strengthen the clarity of its collective purpose and then helped conduct 360 surveys on the strength of the leadership collectively and individually. This was combined with Hogan assessments to show how the team behaved when things went well, and when they were under the type of pressure and uncertainty that comes with the transition of a merger.
The commitment to a common purpose, underpinning values and everyday behaviours was then translated into individual coaching assignments with each of the top team. These were undertaken in a transparent way and there was a collective undertaking to provide a higher level of constructive feedback between leadership team members as a way of cementing new ways of working in place.
Individual transition coaching
An HR executive was moving from broadcasting to financial services as part of a change management team and wanted a coach to help them navigate the early stages of the project in an unfamiliar and more competitive environment. The coaching did not cover the content of the change project itself, but it provided a space for the client to review progress and develop strategies as it evolved. The leader of the project left unexpectedly after several months and the client consequently took up more of this leadership role towards the end of the work. The success of this coaching assignment was made clear at its completion when the client was offered a fresh role in the financial company, confirming that they had made the transition to the new environment.
Executive Assessment & Development Practice
Talent Assessment within an international insurance firm
An international insurance company required an assessment of the management talent within their organisation. The work involved identifying those leadership qualities required to succeed within the organisation’s culture and to be effective in senior executive/leadership roles. Development Centres were developed in partnership with a firm specialising in psychological assessment and nominated executives and managers spent one day, off site, undertaking a range of assessment exercises. The process was then extended and adapted to enable more junior talent to be assessed. This approach enabled the organisation to have a much more objective assessment of their leadership talent and to make decisions on appointments and succession planning based on the data collected. Individual employees who attended the development centres worked on their own development plan with their managers which enhanced employee engagement and performance.
Executive Assessment Reports
A high profile organisation has adopted our Executive Assessment Report process which is designed to help organisations to assess both internal and external candidates who are being considered at the short list stage for executive roles. Candidates for a range of roles, including at Executive Management Team level, undertook Hogan personality and ability assessments and then underwent a structured interview with one of our assessors. The output from the Hogan Assessment and the interview were summarised into a report assessing the strengths and potential of the candidates as well as identifying potential derailers and cultural fit within the organisation. A number of key hires were completed using this methodology which has added greatly to the team.