CASE STUDIES

University of Greenwich

The challenge

The Faculty of Architecture, Computing and Humanities knew it was vital to connect the talent in the academic departments so they could collectively implement University wide improvements. The endeavours of each department head meant that local initiatives were addressed but overarching strategic business processes such as marketing, student experience and finance/budget management systems did not get the time or focus that they needed.

Our approach

Through a series of team coaching sessions, personal on-demand coaching (drawn down as and when the Heads needed a thinking partner), and structured feedback to the PVC, we facilitated much more focussed conversations and improvements for the Faculty.

Radley Yeldar

The challenge

“Help us develop and grow our people and processes so that we can grow the business as the brief.”

Our approach

Through a series of conversations we worked alongside the RY Board in the development of their strategy and 5 year plan. We supported the implementation of the strategic plan throughout the business with a series of short facilitated workshops.

We co-designed and rolled out leadership training for the wider team and introduced very practical and memorable tools that resulted in change on the ground. Our solutions were seen as sensible, relevant and pragmatic. To date RY have grown in size, revenue and performance. They are a more connected and structured business with a stronger platform from which to grow.

The team have used one to one on-demand coaching to facilitate their staff on a daily basis to address challenges they need some extra challenge or support on.

Southampton City Council

The challenge

Performance against national indicators had stalled even though managers and their teams were working very hard. The Adults and Children’s Services were dedicated to improving the outcomes for the citizens in their areas and as such contracted with us to improve capability whilst at the same time change the way people were working so that they could positively see improvement in the performance outcomes.

Our approach

Over a period of 18 months we put all team leads through an accredited Professional Manager Development Programme and linked all the training activities to projects on the ground. We ran triad project meetings with the Director of Adults and Children’s Services and resolved blockages and gained approval for project changes on a weekly basis. We supported these leads with 30 minute practical coaching sessions that helped each lead address challenges particular to their indicator. As a result of their programme, performance against all indicators improved, and the confidence and competence of the middle layer was boosted.