Client Centred Consulting- Case Studies

Transforming leadership and management skills

The issue

A national organisation with a large field workforce needed to tackle the organisational and managerial issues that were stopping them from moving forward in the market place. The managing director and other directors (some of whom worked out in the field) wanted to establish a more effective and collaborative way of working, and to develop their own ability to lead and manage their teams.

Our Approach

As part of an on-going programme to tackle the organisational and managerial issues within the organisation we designed and ran a series of workshops for the senior management team which was backed up with one-to-one coaching. The coaching sessions involved using both MBTI and the models covered in the workshops.

The management team as a whole had a preponderance of certain MBTI types, and the gaps meant that it was hard for senior managers to look beyond the current problems and find creative ways around these issues. The leadership and management style was at times autocratic, focusing on mistakes rather than successes and leaving staff feeling stressed and demoralised.

The on-going workshops and coaching enabled senior managers to better understand themselves and each other and their strengths and potential weaknesses, as well as developing different ways of leading and managing their teams.

Strategic review

The issue

An international charity was facing a financial crisis and needed to refocus its aims and core work.

Our Approach

We facilitated a three day session with the senior management group, bringing together senior managers from around the world. Because of the location of their work many had not met before, while others had worked together for many years. Our role was to keep them focused on the task in hand and take them through creative processes to assist them in looking at the problems they were facing in a different way.

Areas that senior management needed to work on were identified and working groups set up to explore them. Clear aims and timescales were established to take the organisation forward.

Enhancing communication skills in a management team

The issue

An engineering company wanted to enhance the management teamís ability to communicate with each other and their team members. They wanted to be able to tackle difficult issues in a timely and constructive manner, build good working relationships and work effectively together.

Our Approach

A series of three, half-day workshops were run, along with on-the-job assignments, to investigate the underlying causes and identify actions the organisation needed to take. The focus was on identifying the changes in behaviour required from managers, improving their understanding of the issues and their awareness of what they needed to change, and to support them in developing their skills and effecting these changes.

Working effectively together in a challenging environment

The issue

Dyfed Powys Police (DPP) wanted to pilot a process to help units identify actions to assist them in working effectively together given the particular challenges that their Unit faced. In particular DPP were concerned that too many issues were being taken down the disciplinary or grievance route, rather than being dealt with at a local level.

Our Approach

We piloted the process with the Criminal Justice Unit (CJU) which works to tight deadlines, requiring a high level of accuracy and which had undergone and continues to undergo a number of policy and process changes, as well as having a number of new supervisors and managers.

Focus groups were run which led to the design of an in-depth questionnaire to identify both individual and organisational issues within the Unit. This was followed up with interviews with selected personnel.

On-going half-day workshops were run for managers and supervisors looking at their role in managing and communicating with their staff. This was followed up with a series of on-going half-day workshops for team members on communicating and working with each other. To support the whole process we provided telephone and face-to-face coaching to the Head and Deputy Head of CJU to assist them in exploring how to build on the project.

To support the development process we provided telephone and face-to-face coaching to the Head and Deputy Head of CJU to assist them in exploring how to build on the project, keep the momentum of development going and develop their leadership and management skills.

Creating a learning culture

The issue

A team working in a highly technical and hazardous environment needed to develop their coaching and training skills following the recruitment of new personnel.

Our Approach

The aim of the project was to develop the coaching, mentoring and training skills of the supervisors and charge hands, while working with the new recruits to enhance their learning skills.

We identified the training needs and designed and ran a series of half-day workshops. We worked with the teamís manager and looked at his role in supporting the group and in changing and developing a learning culture.