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Case Study 1: NEW Devon CCG – Senior Leadership Development (SLTD)

The Western Locality of the NEW (North, East and West) Devon CCG was recently formed against the backdrop of significant national changes in clinical care commissioning. It is the largest CCG in the country and needed to bring together clinicians and managers as new teams. The aims of our work with them were:

    • Introduce a strengths-focused philosophy across the team and organisation
    • Develop the Senior Leadership Team as a high performing team working in partnership with internal and external stakeholders
    • Provide coaching support for individual senior leaders as they manage themselves and their teams through the period of change
Our Approach – 3 Areas Of Focus

Through a series of 7 Away Days and face to face coaching sessions, the interventions covered three areas of focus:

    • Organisational Development and driving changes within the whole Locality
    • Senior leadership Team Development, enabling high performance within the team of 17 people
    • Developing the SLT members as leaders of change within their own teams

Interventions were adapted to address the needs of the new team as they emerged; flexibility was key to the success of this initial work with the team.

Outcomes
  1. Significant increase in team effectiveness as measured pre and post.
  2. Increased team morale as measured pre and post.
  3. Increased clarity on organisational leadership team goals.
  4. Increased individual leader effectiveness.
  5. Engaged to work with 9 other teams in the organisation after the successful work with this team.

Case Study 2: The HPFT Coaching Network 2010

Mike Roarty has been been involved with 2 NHS Mental Health Trusts in supporting them to develop Internal Coaching Networks. In the first, in Hertfordshire, the programme sat within, and aligned with, a wider organisational development plan. This was to:

    • To create a high-quality internal coaching network available to all staff
    • To enhance the performance, skills, engagement and development of all staff in HPFT
    • To provide a valuable development programme for those wishing to enhance their coaching skills
    • To enhance coaching skills and behaviours in the Trust
    • To build a coaching culture in the Trust

17 coaches, a group of mainly senior managers in the Trust, were trained by Mike and a colleague. These coaches then offered 4 one-to-one coaching sessions to 17 staff around the Trust .The recipients of the coaching had been nominated for this development opportunity by their manager. The coachees (the person being coached) were free to choose their own coaching goals. The coaches were supervised during the pilot by an external professional coach. All 17 coaches and 14 of the coachees took part in an on-line evaluation of the project.

Results showed very high rates of satisfaction from the coachees. Impacts measured showed high scores on ‘increased effectiveness at work’ and ‘Job Satisfaction’. All coaches expressed a high value on the process and were keen to continue to coaching beyond the pilot. They also reported incorporating the coaching skills in their regular ‘day job’.

Case Study 3: Automotive Finishes Manufacturer

A project based leadership development programme.

The desired outcomes for the project across a 4 month timescale were for the attendees to:

  1. Have made pragmatic affordable business recommendations, approved by the senior management team, for the two project areas, reflecting new thinking that ultimately support a step change in performance.
  2. Have learnt and practised the leadership skills and behaviours that support the development of each individual whilst at the same time adding value to the business and delivering its growth.
  3. Have received observation feedback on their potential to take on more senior roles.
What We Did?
  1. One whole day, one 2/3 day, followed by 3 half-day sessions which split the agenda each time between project progress and skills and knowledge input.
  2. Varied our input style from team coach to leadership trainer as appropriate.
Other benefits accrued by the projects
  1. Very high level of commitment and enthusiasm for the projects.
  2. Different job roles/job levels worked well together.
  3. Good fit generally between the skills in the team and the project outcome.
  4. Groups self-managed between sessions and did lots of work outside of these. So this demonstrates that they could do this in other projects and situations.
  5. Sessions delivered on the outcomes as witnessed by the high scoring evaluations.
  6. The two groups had a very positive experience of effective team-work outside of their own part of the business.
  7. A first time experience for some in engaging with the SMT in a high profile project.
  8. Empowered to take on more significant strategic role within business and to have done this successfully.
Outcomes
  1. One whole day, one 2/3 day, followed by 3 half-day sessions which split the agenda each time between project progress and skills and knowledge input.
      a. Varied our input style from team coach to leadership trainer as appropriate.
      b. Increased knowledge and expertise on effective product portfolio management.
  2. Individual development of leadership skills & behaviours
      a. For the first time, self assessment against competencies and feedback from their own manager, resulting in a self-development goal.
      b. For first time, via MBTI, an insight into what personal psychological preferences influence their behaviour.
      c. Had regular feedback on their contributions to the group task, team working, and how other people see them.
      d. Had input and opportunities to practice, in the real world:

        i. Stakeholder mapping and strategic communication planning.
        ii. Influencing stakeholders
        iii. Assertive communication, managing conflict and negotiation.
        iv. Problem solving model via the GROW model.
        v.Decision making in teams.
        vi. Key elements of a successful team.
        vii. Key elements of a successful team project planning process.

      e. Increased strategic awareness of the wider business beyond their own team.
      f. Improved networks and relationships within the business.

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