What we do

Insight, reflection, time to practise and experiment are foundational factors to development

Leadership Training

 

Leadership is a core skill for people at any level in your organisation.

 

Working with you we can create a programme that will ensure your leaders break through to the next level of business and personal achievement, to ensure they have the skills necessary to help lead the business forward and improve performance.

Our core development process gives you time to think about your leadership, your goals and how you want to get there. Helping and challenging you to develop your skills, giving time to explore and experiment gives you a lasting experience that will sustain your leadership far into the future.

 

Using methods such as facilitated discussion, the outdoors, case studies and exercises, you can be sure your people will have an intense experience, and develop a lasting commitment to a new level of leadership. We have a variety of tools we use such as psychometric profiling (MBTI, Hogan DS, Emotional Intelligence amongst others), our own 360 degree profiling system and the foundation of trusted and proven theories and process. The key is to create the right programme for you, to meet your goals and success measures.

 

We believe in leadership at all levels in the organisation, helping leaders to inspire others to achieve great results.

Examples of recent assignments
  • Working with a leadership team to scope out their leadership priorities post a re-organisation. The team looked at their leadership brand in the organization, the development of talent as well as strategic priorities.
  • Working with a leadership team on their development for a series of six meetings over six months. We are looking at team cohesiveness, team decision making, leadership behaviours, leading with integrity and how to create leaders throughout the organisation.
  • Working with a group of high potential people to help them to understand leadership of a large element of the organisation, their leadership profile (using 360) and how they can develop, engage and empower their teams.

Management Development

 

Being a manager should be a great job – bringing out the best in people, helping people to develop their potential, and adding value to the organisation.

And yet often “stuff” gets in the way. You lose that sense of pleasure, work becomes a chore, you know you want more, and yet “stuff” gets in the way.
Our management training is designed to help manager focus on what is important, to look at their role, and how they can get back in their driving seat.

 

People like being managed by good managers, and our development programmes show you how. Being an engaging manager means many things: being present, taking time to listen, letting go to let others flourish, developing people, giving accurate feedback and being organized to name a few.

 

We believe that skill development is a blend of practice, feedback, re-calibration and implementation. We give you the time and the practise to go back into your world with confidence that you can manage, and implement your action plan to get some great results.

 

We always agree with you the success measures of your programme, agree key areas to focus on and the best timeframe to create the results you desire.

Examples of recent assignments
  • Working with a group of aspiring managers to help them to understand the key functions of a manager, to help them develop an appreciation of managing the dynamic between achieving team performance, personal task attainment and development of each team member.
  • Working with groups of managers to develop their engagement and performance development skills. The six month programme was a blend of group workshops, action learning and pairs coaching, with a 360 profile at the beginning and end of the programme as a measure, and more importantly giving participants the opportunity to reflect and develop their people management skills.
  • Working with a group of managers on the specific skill of giving feedback, how to prepare feedback, have a feedback conversation and how to follow up to encourage performance.

Executive Coaching

 

Coaching is a solution-focused, specific and proactive approach to support people in defining and achieving their goals and aspirations. Coaching is based on a partnership in which one person (the coach) facilitates a move towards the goal, while the other (the client) explores the options available for creative solutions. Strong coaching partnerships help individuals to break free of self-imposed limits, become clearer about their goals and more determined and likely to make things happen. Coaching is designed to enhance performance. It does this with questions, which generate insight and new options, and an interactive style, which motivates the client to act.

All of our coaches have a portfolio of ‘tools’, ‘exercises’, ‘methods’ and ‘experiences’ the key to our success is that we see each situation as completely unique and every individual for who they are. This means that we will draw on our past work but focus purely on the present and the future aspirations of the client at that time.

We approach our work as a coach so the following principles are key to our thinking:

  • Being fully present means your coach can be bold, encourage you to be courageous and achieve your goals
  • Being free of judgement means your coach can help you to reflect, to learn and to chose a path that will help you achieve your goals
  • Your goals are your goals – we help you to think, challenge you to explore options, to learn from your practise and to decide on your course of action
  • We believe that, given the right circumstances, change is easy and we are skilled at creating those right circumstances.

All of our coaches are qualified with a professional body (ICF, AoC or EMCC) which means you get professionalism, someone who know what they are doing, and who can be you supporter and challenger.

 

We recommend a five coaching session programme, and we meet every 4 – 6 weeks for a face to face, or video calls such as Zoom, Skype or FaceTime coaching session. This will give time for exploration, momentum and results. It would be good to involve your line manager in one of these meetings, to gain their insights and to get their endorsement to your client’s coaching goals.

Here are some questions to help you maximise your coaching programme:

  • What are my specific goals for coaching?
  • How will I measure my success?
  • What do I want from my coach?
  • How much challenge do I want?
  • Do I really want to change and develop – conscious and deliberate change can take focus and commitment!
  • Am I ready for feedback and insights – leadership is a deliberate act and self awareness improves effectiveness.
Examples of recent assignments
  • Marketing director for Telecoms Company: his coaching agenda is to develop his leadership skills, develop his team, delegate more and be more decisive.
  • HR Director, local authority: to develop self-awareness, strategies for stress management, leading her team through change and being more resilient.
  • Head of Risk, car manufacturer: develop leadership skills, develop team, improve prioritisation, plan next career steps.
  • Chief Executive, local authority: leading change, being resilient, engaging team in performance, working through the Political arena.
  • Sales Director, financial services: leading change, engaging team, delegation and integrating into the new role and business.

Coach & Mentor Development

 

Coaching is a core skill – to bring out the best in people, to create ownership and engagement, and to help you create space to think. We offer two development programmes, one for line managers who want to be performance coaches to their own teams, and one for people who want to be internal coaches within their organisation.

We offer a one day introduction to coaching, to deeper experiential programmes that can lead to an ILM qualification. We offer The Line manager as performance coach programme which is accredited at ILM 3.

 

This programme is designed for line managers who want to add coaching to their management toolkit. The focus is very much on coaching your own direct reports, either for recovery coaching (brining people up to a desired standard) or performance coaching (keeping people at a high level of performance).

  • Defining coaching and coach behaviours
  • Identifying development needs and learning styles
  • Identifying performance challenges and their root causes
  • The GROW coaching model
  • The coaching relationship
  • Agreeing outcomes
  • Giving feedback
  • Measuring progress and following up – sustaining performance
  • How MBTI impacts on coaching
  • Your management style – looking at the drama triangle (rescuer, persecutor, victim)
  • Tools to understand performance and how to improve it
  • Engagement and empowerment – how coaching helps you create better results
  • Making coaching in workplace successful.

During the four days we cover:

 

People’s development will progress from the GROW model of coaching to more complex tools covering understanding people’s motivations, the challenges of managing performance, and how to follow up coaching so that behaviour change happens.

 

The fours days are very experiential, giving managers frameworks they can use straightaway with their teams, and throughout the programme managers are encouraged to create coaching plans for each team member, so they can put their learning into practise.

 

The four days can be run in any combination, e.g. day 1 and 2 together, then 3 and 4 separately.

 

We also offer an ILM level 5 and 7 programme for people wanting to be internal coaches and mentors, which covers all aspects of coaching and mentoring, and can be used to help you gain an ICF coach accreditation.

 

We also offer coaching supervision to help coaches reflect and develop their excellence.

Examples of recent assignments
  • Developing a team of internal coaches at a science based research company: they now have a clear coaching policy, a matching process, trained and ILM level 5 accredited coaches, and regularly have supervision and development sessions to maintain their coaching edge.
  • Developing a team of project management mentors at an engineering company, who understand what they bring to the mentoring relationship, have clear agreements with the people they mentor, and who enjoy encouraging people to be bold and great project managers!
  • Developing a group of line managers who wanted to be excellent performance coaches, who wanted to stop the endless tell/do cycle and instead create a climate where people can be given space to think, to be their best and be accountable for their results. And the managers gained an ILM level three accreditation as well!

Coaching Supervision

 

Once people have begun coaching, we find that on-going support with coaching supervision is very beneficial. There are several options open to you for professional supervision, and we find a blended offering supports coaches in an effective manner.

We offer:

 

  • Group supervision
  • Lunch and learn professional development
  • One to one telephone supervision.

Supervision is a necessity for coaches, just as a car service is important to keeping your car effective and meeting your expectations, so supervision helps coaches play at their best and enhance the coaching experience of their clients.

 

Supervision raises the competence of a coach by looking at the what, the how and the why of their coaching practise by helping the coach to value and evaluate their coaching. This is done by reflecting and reviewing, creating awareness and understanding, and exploring how this learning will affect the coaches future coaching practise.

 

Supervision is the opportunity to learn from what you do, by holding a mirror up to your coaching practise, exploring, learning and valuing your skills and qualities, so that you and the people you coach have a good coaching experience.

 

The CIPD report “coaching supervision maximising the potential of coaching” defines supervision as “a structured formal process for coaches, with the help of a coaching supervisor, to attend to improving the quality of their coaching, grow their coaching capacity and support themselves and their practice. Supervision should also be a source of organisational learning.”

We use the CLEAR model of supervision (Hawkins and Shohet 2006) to help navigate through a supervision meeting.

  • Contracting with the coach on how we will work together, and the topics to explore.
  • Listening to the coach in terms of what happened, how the coach is showing up, any emotions and beliefs that are being shown (or not shown).
  • Explore what is happening in the coaching relationship, the impact it is having on the coach, their client and the coaching system they are working in. We will also explore options and possibilities to resolve the topic or situation.
  • Identifying any Action that the coach may wish to take and how they will take the next steps.
  • Review the learning experience against our agreed contract and planning future supervision.

The supervision group provide a safe space to reflect on your coaching practise, and ask questions and to gain new insights. Being a coach is like learning any new skill, you need some reinforcement and reflection on your skills to continue to excel.

 

Supervision groups consist of 6 people meeting every 4 months to really help to sustain coaching within the business, and to create the coaching culture you aspire to. Ideally these groups would be a closed group, so that people learn to work together and create openness that supports development.

 

Each person has a slot where they share a coaching challenge, topic or reflection they want to get a constructive outcome and the supervisor asks questions, challenges, stimulates thought and shares insights to assist. Other team members share their reflections and learning about coaching at the end of each slot, before moving on to another group member.

Group Supervision

 

Lunch and learn professional development

 

Coaches are eager to add to their skills! We often find that short two hour slots can keep coaches skilled and motivated. Sessions that are popular with coaches include:

  • Clean language (based on the work of David Grove) in coaching
  • Positive psychology for coaches
  • Challenging and accountability skills
  • Self awareness for coaches (using tools such as Realise2)

We are have developed a 360 tool for coaches to gain feedback from clients and their line managers on the coaching experience. This would be a useful session to offer coaches after they have more experience of coaching.

One to one telephone supervision

Coaches also benefit from individual supervision sessions, especially when they need to ask questions or share immediate challenges. We recommend giving people a specific number of one to one sessions and they book a 55 minute session when they need supervision. Coaches contact us to book their session, and we invoice you for the number of sessions used that month, or you can pay in advance for a number of sessions. We will update you every month on who has had a supervision session.

Team Development

 

Teams are the heart of any organization. Working with a group of people is meant to be a fun, stimulating, productive and rewarding experience. A group of people working together to achieve the same goals, supporting each other, understanding each other and tracking progress, knowing how they are performing and supporting each other to achieve their objectives. If this sounds like your team – well done!

Examples of recent assignments

The client wanted to take time from their HR team’s busy delivery schedule to reflect and review their last year, and look ahead to planning for the next 18 months.

The aims of the event were:

  • to build on current strengths
  • to identify areas for action to achieve excellence
  • to form a clear action to achieve this.

By using an appreciative inquiry approach people spent a creative day valuing each other, planning to build on their successes, and left with a clear plan for the future.

 

The client wanted to take time on a regular basis to build the newly formed team. We spent one afternoon each month for six months helping them to form foundations for excellence by understanding each other some more (we used the MBTI to provide a framework), review, reflect and learn from their first 9 months, give each other quality feedback and develop their listening and appreciation skills.

Personal Effectiveness

 

No matter what role you do being personally effective is at the core of performance. We can offer a wide range of development interventions that are designed to increase performance, increase enjoyment and create sustainable results.

Recent personal effectiveness programmes include:

  • Facilitation Skills
  • Learning to Learn
  • Being productive and proactive
  • Time Management
  • Development & Career Planning
  • Influencing Skills

These programmes are designed to meet your specific needs, and meet your clear success measures.

 

Developing these skills in your people will not only increase your available skill set, they will also improve performance through increased motivation, by developing a culture of achievement & appreciation.

Examples of recent assignments
  • Working with a group to develop their negotiation skills. The two day programme covered the process of negotiation, as well as the skills, mindset and presence of being an effective negotiator. Each person had a clear set of actions to use straight away.
  • Working with a group to develop their influencing skills, how they can have more impact and range in their skills, how they can get attention at a meeting and build their brand within the business.
  • Working with a group of graduates coming to the end of their three year placements to look at their career options and interview skills.

Emotional Intelligence

 

Is it just a buzz phrase for an old concept? Well does it matter! We work with the definition that EI is an individual’s capacity to understand and control their own emotions, and recognise and manage those of others, so that they and others around them, can be as effective and productive as possible at work.

 

According to Mayer and Salovey, emotional intelligence is “the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer & Salovey, 1997).

They break emotional intelligence into four, related parts:

  1. Identifying Emotions – the ability to correctly identify how people are feeling.
  2. Using Emotions – the ability to create emotions and to integrate your feelings into the way you think.
  3. Understanding Emotions – the ability to understand the causes of emotions.
  4. Managing Emotions – the ability to figure out effective strategies that use your emotions to help you achieve a goal, rather than being used by your emotions.

We weave EI into our leadership, management and coaching programmes, as well as offer a stand alone development programme. We start with a belief that EI can be developed, there is real business benefit to having the right levels of EI, and you can create awareness and the desire to have more empathy, more inspiring presence and to be more engaging. We use the Thomas International EI measurement tool as a great way to help people understand their own EI, and then create time for reflection and development.

Examples of recent assignments
  • Working with a group of marketing specialists on their emotional intelligence. They are committed to their self development, and wanted to learn more about the topic. We spent a day looking at EI, the business benefits, how to say things cleanly and straight, how to have empathy and how to validate others.
  • A group of in-house coaches wanted to deepen their knowledge of EI in order to develop their coaching skill. Using an EI assessment, looking at how they validate their client, exploring empathy (too much/too little) and how they look after themselves and their well-being gave made an insightful and challenging day.

Change Management

 

The only constant is change – change can be good, fun, exhausting, challenging, rewarding and successful.

Most organisations are getting ready for change, in the middle of change, or recovering before the next change comes along.

 

There has been plenty of research as to why change fails – they key being that people aren’t engaged in the process. Most people don’t mind change, what they mind is being “done to”, not being engaged and not feeling fully involved in the process.

 

Good change management means your people leading change, communicating well, reviewing and often doing the day job as well.

 

Our development programmes can help you manage change in new and successful ways, by looking at you, the people involved in change, and how you can lead people to the “other side” of change – achieving the goals and successes the change was intended to make.

Examples of recent assignments
  • Working with a group of change managers to review their practice, to share their experiences and to prepare for future projects gave them a retreat development experience that got them re-connected with what they loved about their roles, and helped them to get more of it!
  • A 2-year development programme for a group of high potential people identified as change agents. A blend of development workshops, one to one coaching and clear self development objectives helped this group to thrive and to become to ‘go-to’ people in this business.

Employee Engagement

 

Employee engagement is currently in vogue and a buzzword in organisations.

However, you will find many differing views and much “pink and fluffy” stuff written about the subject, when the reality is far more straight forward.

 

The definition of employee engagement we use is:


 

“The passion and energy employees have to give their best to the organisation to serve the customer. The willingness and ability of employees to give sustained discretionary effort to help their organisation succeed.”

 

Is this new?

 

No, not really. What is new is the focus and importance placed on employee engagement as a business value tool. For us it just makes sense –people satisfied and motivated will enjoy what they do, and will achieve more. Sounds easy….

 

We use engagement concepts and tools in our leadership and management development programmes, as well as offering workshops to engage you in engagement!

Examples of recent assignments
  • Weaving engagement frameworks and tools into a management development programme helped people to understand how to be a more engaging manager (a clue – it starts by asking each team member the question how can I bring out the best in you and really listening to the answer, and then taking action!)
  • Running a session on engagement as part of an ILM level 5 leadership programme – starting by looking at what engages each person, telling stories of when they were in flow, some science behind engagement and discretionary effort, then facilitating a great conversation about how the group can be more engaging to all their teams!

Facilitation

 

Having someone to help a group achieve their aims, to provide some structure, frameworks and tools to get people talking, really listening and exploring topics can mean that a meeting achieves it goals.

We believe in creating a clear brief with you – your aims, areas to explore, agreeing participants and materials. We work to provoke thinking and reflection, often by asking challenging questions, using creative as well as rational tools to help people dig into a topic. Being clear on actions and next steps is a key skill of a facilitator, we believe we do this well, as do our clients as we get involved in helping groups explore a variety of topics from how can this merger work, to the future of out of home food, and plenty in between!

Examples of recent assignments
  • A two day event looking at the future of out of home food for a major food manufacturer. Getting the right people in the room, having the right stimulation, provocation and space, having a great venue and the business leader who really wanted to hear from everyone all contributed to a great event with clear business strategies.
  • Facilitating a review of coaching with a new client – how have they used coaching, what results have they achieved, what do they want their vision to be and how can they involve key stakeholders in achieving their goals.

Psychometrics

 

We use a range of psychometric tests to support our development programmes. We use ability and aptitude tests, and arrange of personality profiling – all with the same aim: to increase personal awareness and personal effectiveness.

We subscribe to the British Psychological Society’s code of conduct, and we will always give you feedback on your results.

We are accredited to use:

  • Myer Briggs type indicator
  • Myers Briggs Type Indicator step two
  • Firo B, F and S
  • Strengths Deployment Inventory
  • 16PF
  • Language and behaviour profile (LAB Profile)
  • Thomas International EI
Examples of recent assignments
  • Using Hogan DS to help a coaching client understand their behaviours when they experience stress, change and explore how they can be more resilient.
  • Using Realise2 to give insights and validation to a senior women’s development group.
  • Using MBTI to help a team how they can function and thrive.

360 Degree Feedback

 

The value in 360 isn’t in the report itself, it is in the thinking and reflection as to what to decide to do next. We believe that any report owner should have a facilitated session so they really understand what participants are saying, and that time to think and reflect is crucial. A clear prioritized action plan is key – focusing on developing strengths to use them more as well as any weaknesses that maybe a risk area.

Repeating 360 helps you to gauge your development journey, as does having clear feedback conversations with people that know you and experience you in the organisation.

 

We use our own 360 tool, so we can customize to suit your competency areas, your values and your language. We can put in a front page welcoming people from the sponsor, and collate reports to you see the population’s strengths and weaknesses.

Examples of recent assignments
  • Creating a 360 for a client to use with all their managers, assessing living the values, engagement behaviours and how they have lead a recent change and restructure.
  • Using 360 to create awareness at the beginning of a two year development programme, then repeating it near the end of the programme to help people re-calibrate their development, results and successes.

ILM Qualifications

 

The Institute of Leadership and Management is the UK’s premier management organisation. It aims to build leadership and management at the individual, team and organisational levels.

The ILM provides managers in every sector and at every level with the active support they need to advance in management.

 

We are an accredited centre for the Institute of Leadership and Management.

Coaching

  • Level 3 Award in Coaching

Coaching and Mentoring

  • Level 5 Certificate in Coaching and Mentoring
  • Level 7 Diploma in Executive Coaching & Mentoring

Leadership and Management

  • Level 3 Award in Leadership and Management
  • Level 3 Certificate in Leadership and Management
  • Level 5 Award in Leadership and Management
  • Level 5 Certificate in Leadership and Management
  • Level 5 Diploma in Leadership and Management

Action Learning

  • Level 5 Certificate in Action Learning Facilitation
ILM

Team Coaching

 

Team Coaching enables intact teams to develop, to find the space to explore what matters most, to deepen their relationships and trust and to align themselves to work together to achieve their goals.

  • how they can work together in a meaningful way
  • how they achieve their purpose
  • how they create value
  • how they engage and with their system and
  • how they sustain their performance.

We will work with teams in the areas of purpose, relationships and design to help them be empowered and empower each other so that they can lead and empower their organisation.

venn-diagram

Purpose: why the team exists:

  • What are our expectations of the team?
  • What do our key stakeholders expect?
  • What are our guiding principles?
  • What are our goals and metrics?

Design: what the team does:

  • What is our shared core work?
  • What are our procedures and ways of working?
  • What are our roles and responsibilities?

Relationships: how we relate to each other:

  • How do we achieve cohesion and synergy?
  • How do we value and respect each other?
  • How do we communicate, give feedback and reflect?

Teams need space, challenge, good listening and encouraging. We offer all of these when we work. And more practically, any material will be prepared in advance, and any notes, flip charts and commitments will be typed and emailed to all participants within 3 days. Your events will be energising, engaging and have a lasting impact on the motivation and results of the team.

Our approach is to meet with each team member to gain their insights of the team, their goals for team development and how we can work together.

The first team coaching session will feed back these results and then scope the aims and approach to working together.

We will agree the agenda for future team coaching sessions as we go – the intention is that the sessions will become more group lead, with people developing the capabilities to be a self-sustaining high performing leadership team.