CASE STUDIES
DISCOVER WHAT MAKES CORPORATE LEADERSHIP COACHING WITH THE RESONANCE COACH MORE EFFECTIVE THAN ROUTINE EXECUTIVE COACHING COMPANIES:
GLOBAL STRATEGY
AND
COMMUNICATION
AGENCY
CROSS
FUNCTIONAL
LEADERSHIP
TEAM
CASE STUDY ONE
GLOBAL STRATEGY AND COMMUNICATION AGENCY
(350+ EMPLOYEES)
PROBLEM: Leadership Team lacking alignment, competing on financial results and wearing overwork as a badge of honour. They prioritised short-term client delivery over having a vision for the future.
PAIN:
Increased staff attrition year on year and loss of middle management talent, leading to increased costs and requirement for all to ‘work harder and do more’ to achieve profit targets.
ACTION:
The Resonance Reboot programme over 9 months invited the Senior Leadership Team to:
- Create a Vision for a desired future they all believed it
- Seek to understand themselves and each other better through 121 and group coaching
- Be willing to hear the impact of their behaviour on the wider organisation (through an Appreciative Enquiry: what do we like/is worth staying for and what could be better)
- Build a Behavioural Charter which the team would align on and support each other to uphold – AND communicate these commitments to the wider organisation.
OUTCOME:
The Senior Leadership Team rallied behind a common goal of clarifying the organisational Vision (including but going beyond financial targets) and set out how they wished to behave as a team.
By being open to 121 and group coaching they began to understand themselves better, recognise behavioural triggers and consider how they behaved both to each other and to the organisation. By owning the disconnect between desired and actual behaviour they were able to agree supportive actions to bridge the gaps. This led to a more authentic and understanding environment within the team and a more cohesive way of communicating with ‘one voice’ to the wider organisation.
- Employee engagement scores using independent assessment tools increased significantly over the next 6 months
- Employee turnover reduced from 30% annually to less than 10% over the next 3 years, specifically for first line managers.
CASE STUDY TWO
CROSS FUNCTIONAL LEADERSHIP TEAM
(150+ EMPLOYEES)
PROBLEM: together or met each other. Team based not on strengths but experience and desire of Team Leader to make a strong start to a challenging year.
PAIN:
Significant duplication of effort due to lack of role clarity and communication. Belief that some team member behaviours were deliberately destructive, creating a difficult environment to work in – even virtually.
ACTION:
The Resonance Reboot Rapid Results programme over 3 months supported the team to:
- Create a personal and team-wide personality profile and team dynamics (TMSDI) map to understand preferred team roles, natural strengths and areas for development
- Uncover in 121 coaching sessions personal and professional visions for the future, challenges and self-awareness around behaviour within the team
- Present themselves in a group coaching session, creating transparency, insight and a more empathetic and compassionate team environment
- Build a Behavioural Charter focusing on how to behave and how to call each other out, with care and support around areas where upholding agreement proved challenging.
OUTCOME:
The Leadership Team saw immediate impact on their understanding of themselves and colleagues and willingness to trust each other. After the second group coaching session team members spontaneously reported their better understanding of each other’s strengths and areas where they might seek support. Some also identified areas where their responsibilities were not playing to their strengths and suggested they change with others who were better suited.
By being open to 121 and group coaching they began to understand themselves better, recognise behavioural triggers and consider how they behaved both to each other and to the organisation. By owning the disconnect between desired and actual behaviour they were able to agree supportive actions to bridge the gaps. This led to a more authentic and understanding environment within the team and a more cohesive way of communicating with ‘one voice’ to the wider organisation.
- Productivity improvements from avoiding duplication of effort and one-upmanship
- Team dynamic has been held up as an exemplar of how to form new teams
- Even at very stressful times they come together to support each other rather than divide.
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