Recent coaching examples
Typical Coaching engagements involve either:
the leadership team within a single organisation or
individual leaders across organisations.
To support the smooth transition of the executive team during a merger, provided executive coaching to the entire senior executive team. Utilising an external coach has enabled an honest exploration of challenges and opportunities the leadership team face, as well as the accountability to achieve improvement in areas like emotional intelligence, self-awareness and well-being. To date all of my clients have embraced the new structure, identified growth opportunities from the acquisition. They are exploring how they will exceed their financial targets, collaborate with their peers and inspire their teams in 2019 and beyond.
As part of a leadership development program a rapidly growing local council, I designed a coaching diary, provided six coaching to eight members of the senior executive team. The focus of the coaching was to raise their leadership capability in line with the council’s competency frameworks and to reinforce and personalise the content from the learning modules. On completion of the program, when the CEO commenced his coaching program, based on recommendations from my clients, I was selected the CEO as his coach.
From the past five years I have provided monthly leadership development coaching for senior executives in a national government department in the health services sector. Each coaching programs is 2 years in duration and focus on the long-term strategic goals of the department, and the individual. Example of key issues: motivating staff, effectively balancing the competing demands of multiple internal and external stakeholders, strategic planning in a political context, feedback to improve performance. New clients come from referrals from existing clients.
Beginning in 2015, to support a social welfare organisation in their transition to the NDIS, I regularly provides pro-bono leadership and career coaching to leaders and managers.
Individual leaders across organisations:
The group manager of international operations at an energy company was referred to coaching, to increase his self-awareness and capacity to influence his local and international peers. At the conclusion of coaching his boss told me that coaching had been successful as his team began to come into his office to share ideas with him rather than to complain about the manager’s interpersonal style.
Coaching with a newly appointed senior products manager in an investment bank is enabling her to demonstrate her leadership capability and commercial acumen to her internal mentor, colleagues and stakeholders. Thus, facilitating a significant increase in her responsibilities and greater likelihood of promotion in the near future.
A specialist division in a highly stressful National Government organisation had rated their leader negatively on a recent survey. Coaching enabled the leader to modify their approach to be more supportive and collaborative, productivity and morale increased, and staff turnover was significantly reduced.
A newly appointed divisional leader in a national construction company who had transitioned from the finance department to an operations role requested coaching to finesse her leadership capability. Coaching is enabling her to increase the levels of cooperation and complex problem solving in her new team. As a result, the timeframes for project delivery are being significantly reduced without compromising quality.