Client:

A global director of oncology drug development for pharmaceutical multinational

Our client wanted to take her high-performing team to a ‘new level’. Bored with overused team building processes, her team needed something different- highly personal, relevant and motivating.

Our approach was to take each individual’s understanding of them self, their own needs and their drives to a deeper level. We worked with each individual in a 1:1 coaching capacity using a variety of PEP tools and then took the team off site for 24 hours. During the 24 hours the team shared their own landscapes, created a team landscape, made a 3D structure to symbolise their team, listened to each other, opened up new ideas and made new personal and team resolutions.

Themes:

• Personal motivation
• Vulnerability
• Leadership style
• Working effectively within the organisational structures

Outcomes:

• A team with a clear, common approach and motivation
• A team committed to each other and accountable at a personal level beyond the mere functional
• A team able to make strategic business choices out of their self-understanding of how they affect other teams around them.
• An agreed, accepted and affirmed leadership style

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Client:

A manager of a 60 strong portfolio in a major public sector organisation

Our client wanted to support his portfolio during a major organisational change- in this case a change of management. He was predicting this would place demands and stress upon his staff which might adversely affect their performance.

Our approach was to coach the key people during the transition. We did this through a series of 1:1 interviews and a team event initially. The event used a variety of processes to help the team express and predict the areas of potential breakdown. Strategies to overcome these problems were defined and acted upon by each member. We also coached the portfolio manager over the next 4 months through 1:1 sessions dealing with a range of performance and whole life concerns.

Themes:

• Project management and people management skills
• Communication
• Management strategies and leadership
• Mutuality, support and commitment

Outcomes:

• A team committed to mutual support and accountability
• A team with a clear, strong sense of identity, communication process and values
• A team able to be flexible and adapt to changes in the organisation
• A team with loyalty to its purpose, goals and leader

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Client:

A senior manager with major work commitments in both professional and personal life

Our client was a senior manager in a large organisation. He was under great pressure juggling these demands with his role as an ordained minister in his church. Exhibiting symptoms of stress, he came to us for help to cope.

We approached his situation by helping him understand what he really wanted to do in his life and what obstacles were preventing him achieving those goals. We helped him take control of key relationships and make the choices that he believed in. We also helped him understand and take control of any underlying causes within himself of the problemsand how they related to his leadership practice over several months of 1:1 sessions.

Themes:

• Stress and work/life balance
• Use of power and handling conflict
• Self-esteem and strategies to pray and find personal meaning
• Clarifying values, beliefs and choices
• Interpersonal skills.

Outcomes:

• Reduced stress and anxiety
• Transformed perspectives about the future
• Improved self-management and people-management skills
• Greater self-confidence and performance effectiveness despite the pressure.

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Client:

A director of sector drug production for pharmaceutical giant

Our client wanted to develop the team performance of his virtual global team. Working in challenging business conditions, dispersed on either side of the Atlantic, this strategic team needed a clearer team focus, cohesion and identity to deliver against its 6 year goals.

Our approach was to diagnose the key issues affecting the performance, team dynamics and drive of the team. This involved a careful profiling of each team member and the overall team shape. Several issues emerged as dominant factors in affecting the performance of the team. We worked with each individual before an off-site event was used to coach the team through the obstacles. 12 hours later, the team had taken ownership of the performance factors; moved beyond their obstacles; defined new actions and team processes; set in place new accountability structures. We then supported the ongoing performance of the team through remote team coaching for the next 6 months.

Themes:

• Personal differences
• Leadership style and use of power
• Focused and shared team practices and goals
• Accountability

Outcomes:

• A team taking full responsibility for its collective goals rather than just individual goals
• A team able to recognise, challenge and move beyond recurring obstacles as they arose in the future
• A team with a much higher regard and value for each of its members
• A virtual team with clear lines of communication across the globe.

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