My Work
Leadership Development Academy
(World renowned aviation company)
Global HRD reported problematic leadership observed by employees, despite corporate development programmes in place. Following discovery and diagnosis, I created and delivered a multi-level Leadership Academy to address identified issues.
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Programmes differed at each level, but featured:
- Year-long programmes, with provision of complete teaching and learning materials and resources, communications and delivery plans, and support.
- A mix of practical learning, personal leadership development, simulations and peer-to-peer support.
- Blended delivery - face to face delivery at US, European and Asian hubs, and virtual sessions.
- Integration wrap of expert panels, senior leader sessions and action learning.
- Graduation ceremony and alumni programme.
- Train the Trainer for internal resources.
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93% of attendees reported maximum satisfaction score.
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Initial contract was at frontline leader level. The huge success of the programme, expanded the brief to two further leadership levels. Programme was embedded into the corporate Leadership offering.
Challenging Team Dynamic
(Major UK institution)
A high profile team with significant security and safety requirements.
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Following a bully and harassment case and an incidence of whistle-blowing, both of which had completed external investigations, the impacted team continued to suffer deep issues leading to sick absence, risk to key service delivery and a growing dissatisfaction and disquiet. Some relationships had completely broken down, and the well-being of the entire team was negatively spiralling.
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Following discovery (history of the team, facts of the cases and other contributing factors), I spent one-to-one time with the two protagonists to understand perspectives and what they might need to move forward. I also interviewed every team member and the next level up leader.
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Presented my findings and recommendations in a discussion with HR and Snr Leadership and in a stakeholder report.
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I was invited to develop a Coaching relationship with the team leader to coach and support him through the recommended team recovery actions and process.
Leadership Development
(Global PR & communications agency)
A HR Leader contacted me to provide Coaching support for women returning to work after Maternity Leave. This remit soon grew to include Coaching the new Managing Director and a Senior Director who was a flight risk.
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There were other more general challenges in the team, which the existing training and development provision was not addressing.
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Agencies have utilisation expectations, and time 'off the park' is a challenge. I designed a series of subject-focused 90-minute workshops, including, Challenging Conversations, Managing Stress and Work Life Balance. Sessions featured some teaching (grounded in neuroscience and psychology), useful maps and models and discussion/coaching on live examples brought by the participants, rooted in their experience.
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An ongoing partnership where emerging requirements are met on demand. Current discussions include: work on meaning and purpose, storytelling and the power of the Organisation Workshop simulation.
Major Project Management Academy
(Energy company, Asia Pacific)
Leadership development was not the key requirement for this energy provider increasingly reliant on a small pool of project managers to head up its expanding, multi-billion $, 5-7 year, capital investment projects.
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Following discovery, diagnosis and scoping, a second phase was commissioned to design and create the programme, leading to a third phase for delivery.
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The 3-level, 2-year programme, is delivered in-person and virtually, by world-leading academics and high-profile, experienced leaders. The full cycle features, learning modules, site visits, expert panels, internal mentoring and external coaching.
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The programme is externally accredited, graduates obtain SCQF Level 9, equivalent to an Ordinary or Bachelor’s degree. It recently won an award for excellence and is nominated for the HKMA Award for Excellence in Training & Development.
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Subcontracted from a UK partner, this is a great example of partnerships and associates, to deliver breadth and depth.
Introduction of Risk & Ops Boards
(Major UK institution)
As an associate for a partner organisation already delivering Leadership Development and Snr Leader Coaching, we were asked to support with the formation and establishment of two new snr governance boards.
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Following discovery, research and meetings with the proposed Chairs, we designed an interactive kick-off workshop for each Board, to create the Board 'Operating Canvas'. Each kick-off day comprised a variety of activities and exercises to understand who they are and bring agreement around, purpose and priorities, terms of engagement, decision making, the way the work and the team works, norms and rules.
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The Operating Canvas provides a co-created contract for how the Board will conduct itself and its business. Presented on a single sheet and reviewed with stakeholders for agreement, the canvas provides a touchpoint for the Board to hold themselves and one another to account on priorities, working practices, behaviours and outputs.
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Early Board meetings were also observed, with written feedback, suggestions and advice. Further support sessions for each Chair were made available to ensure ongoing comfort and confidence in role.
Coaching examples
* Recommended to a Snr fashion buyer made redundant from a job she loved, who entered and left a toxic new work environment, somewhat broken. Opened a space to process experiences, honour painful feelings, examine thoughts, attitudes and beliefs and move to a more positive mindset. Following CV review and interview prep, she is now working at a job she loves.
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* As we reach key decade changes, our natural review points, I often pick up clients and work through the questions arising from these inflection points. E.g., a long-serving HRD questioning if she was in the right place. We used a number of tools, including image and concept cards, to open up strengths and preferences and identify unconscious feelings and choices.
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* A Barrister who had used an experienced KC Coach for two unsuccessful applications, asked me to work with him specifically on KC competency based interviews. He was appointed.
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I also delivered a similar service for a successful part-time Judge applicant.
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* At a UK consultancy, I support an annual cohort of leaders vying to reach the invitational role of Principal. I am also working with a fear of public speaking case.
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I come alongside Snr leaders appointed to key roles, to support the psychological transition to the new value space.