Last year I designed and delivered a ‘Coaching for excellence’ programme for a large Housing Association working across London, the South East, the Midlands and West Sussex.
In light of the economic situation they had reviewed their strategic aims and determined they had three priorities; excellence, efficiency and focus. In order to achieve this, and supported by evidence from a 360 degree leadership profile and staff survey, they recognised the need to change the management style from one of ‘telling’ to one of ‘asking’. With fewer and fewer resources available the organisation needed staff to take more responsibility and to improve performance. Staff didn’t feel empowered, listened to, supported or valued.
The preferred solution was to develop a coaching style of management. More than ten organisations were invited to tender and I was selected to design and deliver a learning intervention that would provide managers with the knowledge, skills and confidence to enable them to maximise individual and team performance by holding effective coaching style conversations.
The design process focused on engagement (pre-event activities), learning (a two day programme) and deployment (action learning, follow up surgery and conference).
A robust evaluation process involving pre and post event self assessment and an online survey clearly demonstrated a change in management style, employee satisfaction and improvement in individual performance.