Some individual programmes of support

Executive Coaching Case Studies

Described below is a selection of executive coaching case studies. These are all senior managers I have worked with. Please note that all names and organisational details have been changed to protect privacy.

David

Leading Change

David was appointed to refocus and lead a department that had been leaderless for two years. David had been doing a similar role and now needed to bring his experience and knowledge to this more strategic and much higher profile role.

 

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Joanne

Shifting from an operational manager to a strategic leader

Following the restructure of her directorate, Joanne was promoted to Assistant Director and engaged a coach to help develop into the strategic role.

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Peter

Enhancing self-awareness

Peter’s organisation provided Executive Coaches to senior members of staff as part of their development package. Peter contracted with me to use coaching as an ongoing space to talk through leadership challenges he faced from time to time in his role.

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Susan

Managing under performance

Susan engaged me as a coach to help her manage an under performing member of her staff. Something she had never done before. As a senior scientist Susan didn’t feel that scientific leadership meant managing these sorts of people issues.

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David - Leading change

David was appointed to refocus and lead a department that had been leaderless for two years. David had been doing a similar role and now needed to bring his experience and knowledge to this more strategic and much higher profile role. David engaged me to work with him to:

    • Act as a sounding board and challenge to his decision making
    • Think through and make organisational changes
    • Develop his leadership skills both with his team and with the wider organisation
    • Manage challenging people issues

We contracted on a 4 session by 4 session basis. This enabled us to put in place a formal review and re-contracting process every four months. This was important, given the amount of change David wanted to bring about, as it ensured we could monitor progress and review David’s coaching goals for their continued relevance and priority.

Through the coaching programme David restructured and refocused the department whilst the longer-term coaching relationship also enabled David to become more aware of behaviours that were holding him back.

These emerged through repeating behaviour patterns which he was able to identify, understand and change. David could then work on those leadership qualities that were important for success in his role

Joanne - Shifting from an operational manager to a strategic leader

Following the restructure of her directorate, Joanne was promoted to Assistant Director and engaged a coach to help develop into the strategic role. Joanne wanted to change her behaviours to be able to:

    • Trust others so she could let go, delegate more and operate strategically
    • Manage her personal impact on others
    • Increase her political awareness and operate more effectively with peers and senior colleagues

Over the course of the 18 month programme Joanne made the shift from operational manager to strategic leader, feeling confident leaving the detail to others. She also became more skilled in reading the politics of a situation and modifying her behaviour to create a more effective impact. Feedback from her line manager and colleagues supported the success of the changes that Joanne had made.

During the course of Joanne’s programme, we used a variety of approaches to increase Joanne’s self-awareness of her leadership style and impact, develop her confidence in her strategic abilities and embed changes that ultimately led to her successful transition.

Peter - Enhancing self-awareness and self-reflected learning

Peter’s organisation provided Executive Coaches to senior members of staff as part of their development package. Peter contracted with me to use coaching as an ongoing space to talk through leadership challenges he faced from time to time in his role. The approach was to contract on a 4 session by 4 session basis and to meet every 2 to 3 months.

The way Peter used coaching together with the longer-term nature of the coaching relationship enabled him to start to see common themes in his behaviour giving greater value to his programme. This increased Peter’s self-awareness, increased his ability for self-reflection and for self-reflected learning. This was particularly valuable when Peter’s role in the organisation changed and he had to lead a new team.

Susan - Managing under performance

Susan engaged me as a coach to help her manage an under performing member of her staff. Something she had never done before. As a senior scientist Susan didn’t feel that scientific leadership meant managing these sorts of people issues.

Over a programme of three, two hour sessions Susan was able to:

    • Acknowledge and understand the underlying assumptions she was making about the person and the situation, and the impact this was having,
    • Work through an approach and practice it in a safe environment, and
    • Review progress with the individual – what was working or not working and why.

At the start of the programme Susan scored her confidence in this area as ‘around a 3’. By the end she scored it as ‘around a 7’. Although not a resounding 10, Susan felt much more able to manage performance in her staff and came to see the importance of this intervention as par of her role.

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