The case study organisation wished to align its corporate vision and values to create a high performance culture built on trust, empowerment, respect, recognition and accountability.
The Chief Executive recognised that achieving this depended on how engaged and committed the workforce was to the new vision, values and supporting business plans. This placed a particularly heavy emphasis on the organisation’s leadership team in terms of skills, behaviours and commitment. The executive team realised that the prevailing culture of ‘command and control’ had to change and a new leadership coaching framework implemented.
The reasoning came from a value-based belief that an engaged, motivated and committed workforce would only be achieved through the management team at all levels; role modelling and displaying behaviours based on the organisation’s values.
The focus was initially placed on developing an inclusive new vision and supporting behaviours based on the organisation’s values. This was an inclusive process designed to engage all employee levels. This was followed by a leadership coaching programme aimed at introducing transformational coaching techniques and supported by a follow-on coaching accreditation process designed to ensure manager participation.
At a macro level, the aims of the coaching strategy were therefore to support the organisation in its quest to focus on people in terms of its employees, customers and communities. In doing so, they could achieve their stretching business targets. This was achieved with record profit levels recorded. At a micro level, a system was implemented within the accreditation framework which identified the benefits accrued from each manager’s coaching contribution and these totalled, in financial terms, in excess of £2m.
" A successful coaching engagement will have a cascading positive
change beyond the person receiving the coaching "
- Diana and Merrill Anderson