Our Case Studies
Charity Case Study
Our client is a charity which operates across England and Wales, and supports those with disabilities living in the community. The brief was to develop and deliver an ILM Level 5 Senior Leadership programme, covering key areas that were immediately relevant to the organisation, including culture and ethics, change, strategic thinking, and building mental resilience.
We devised and delivered a programme involving 3 practical two-day workshops, supplemented by e-learning. As part of the ILM programme, participants are required to complete their own assignments, applying the principles covered on the course to their organisation.
The programme involved the use of:-
- A 360 questionnaire, based on core competencies
- A ‘mental toughness’ questionnaire, to asses participants levels of resilience to stress, and to develop personal strategies to address problem areas
- A range of activities to spark a different way of thinking about the issues, including analysis of holiday brochures and ‘trip advisor’ information as a pre-cursor to considering corporate culture, and a bank robbery activity to consider project planning and risk management
- Detailed business scenarios (written by Ian Thomson) as a focus for strategic thinking
- Use of our ‘Landscape of Change’ map as a working metaphor of the change journey, and how to get through it.
- The client was offered the option of coaching sessions for participants, but this was carried out in house.
As part of the programme, participants were required to give a presentation based on their work and on their research for the ILM assignments to some of the organisation’s directors.
Their analysis of the status quo and suggestions on moving forward not only concurred with what the directors thought themselves, but has resulted in a cross-departmental working party being established to looks at some of the issues, with a membership drawn from all levels of the organisation.
The Financial Services Case Study
the executive team had chief executive and new members. There had been a very strong leader in the past and the new team needed to consider how to build trust and confidence and understand how to be most effective in working with each other. This small team needed to work together to deliver projects, based around their different knowledge and skill sets. We created a one day event.
The day began with a review of profile reports, outlining behaviours, team styles, transactional and transformational leadership and emotional intelligence. The individuals were mapped to the various models and discussions developed on how this might impact on working relationships, communication, team working and culture. This raised interesting discussions on differences and similarities.
This was followed by the Leadership Challenge, an interactive approach to learning. On this occasion, there was only one team who appointed a leader – in this case not the CEO. While the leader went off to study the brief, the team considered some leadership issues – characteristics of a good leader, importance of a leader to the team and then an evaluation sheet of what good leadership would look like in action. When prepared, the leader briefed the team of their objectives, gained agreement on what additional information was required and then created a plan to accomplish the outcomes. At the end of the project time, the team reflected on successes and improvements they could make in working on a project. They further evaluated leadership performance according to their evaluation sheet – of course, considering not only the nominal leader but all members of the team.
The team then continued their discussions with dinner at the end of the day.
The team were highly motivated during the day to learn about each other and understand how they could impact positively on their colleagues. Following the day, the CEO confirmed that people were sharing more knowledge and skills in support of their clients and anecdotally, the team appeared to be working more efficiently and with a higher level of commitment. Each year, we have returned to the company to work with their team which is changing and growing in alignment with their five year strategy to double financing for projects.
The client had perceived a problem with one of their overseas managers fitting in with the local culture of the country. The feedback from a senior manager was that the manager was antagonistic to the local workforce.
Through a series of coaching sessions, it became clear that the overseas manager was very sensitive as to his impact on the local workforce and had undertaken many small services to support different team members. The feedback of the senior manager did not fit with the reality of the circumstances as developed in the coaching events and with a later discussion with the manager’s line manager. Because the coach had significant experience of working in the overseas environment, in the type of organisation and in the culture of the country, he was able to build a high level of trust with the coach and understand the pressures on the individual to deliver performance. With this mutual understanding, It was possible to return to the client to bring the process to a conclusion and ensure the manager’s reputation remained intact with Head Office HR.