A Leading Investment Management House

Our involvement lasted over a period of two years with the initial aim of bringing a disparate team of managers together to form a coherent force in the face of significant change throughout the organization.  An in-house development programme was run to instil basic management skills, and one-to-one coaching sessions were conducted for a number of the senior managers.  A separate phase involved working with the managers to enable them to take an active part in the culture shift of the organization.  This encompassed one- and three-day workshops, including psychometric personal and team profiling, designed to increase communication between divisions and improve the alignment of department and organization objectives.

A far more cohesive team resulted from the programme which was then extended to incorporate further elements of senior management.

A Medium-sized Manufacturing Company

Our relationship has continued over more than three years.  Five managers were originally booked on our one-year management development course and one-to-one coaching was established with the Managing Director.  As a result of a focus on communication in the coaching programme, a successful action research series was instituted to introduce an appraisal scheme.  We began with the Board of Directors and co-designed the entire scheme with the Board appraising each other first and then making adjustments to the scheme before its implementation at the next level of management.

The appraisal project has been very positively received.

A Large City Institution

The Chairman of a highly successful investment arm of a City institution wanted to promote one of his senior managers to Director level and felt unable to do this because of the incompatibility of the individual's modus operandi and the company culture.  Our brief was to help the manager overcome his "shortcomings" so that he could be promoted. Following an introductory interview, a series of one-to-one sessions were arranged.

A close working relationship was established and cultivated and many of the manager's perceived weaknesses were addressed in such a way that he was able to change without undue stress or long-term resistance.

The manager was promoted and is now one of the highest performing directors in the firm.

A Large NHS Hospital

We were engaged to help a department come to terms with major reorganization introduced by a new manager who had been recruited to drive through large and sweeping changes.  Each subordinate manager was profiled using a personality questionnaire, following which feed-back and supportive counselling was given on a one-to-one basis.  The head of the department was then helped to adjust his style to enable his team to work with the essential changes in a mutually supportive environment.