Here are some examples of the work I have been doing over recent years.   I have been:

in Commercial organisations:

  • Team coaching with a newly formed global technology leadership team of a FTSE 50 plc, helping the team to enhance its performance as a leadership team in a challenging and rapidly changing digital environment following a significant reorganisation;
  • Working with a partnership between a major pharmaceutical and one of the world’s leading supporters of social enterprises, in enabling social entrepreneurial thinking to help in the innovation within the organisation.  This also involves facilitating leaders from around the world while they experience the end-to-end system of health in a remote tribal area of India;
  • Working with 20 global technology leaders in a leading media organisation as the organisation undertakes a complete transformation in approach including moving from predominantly print to predominantly digital – helping the leaders develop their ability to lead people through change in an uncertain, challenging and ambiguous context;
  • Facilitating a Viral Change process significantly changing behaviour in a global publishing and educational/learning organisation and facilitating a similar process for a global pharmaceutical on how they roll out a “speak up” culture in service of their Diversity & Inclusion agenda;
  • Working with the top 40 HR leaders in a global pharmaceutical on determining how they will transform the HR function of the organisation;
  • Coaching leading Chinese graduate interns around the world both individually and in teams as part of a long term online leadership development programme.  This includes providing them with training on coaching principles and approach;
  • Team coaching to the new CIO leadership team of a niche insurance/pensions organisation and providing a coaching clinic supporting all their leadership group in leading through the transition phase of a merger;
  • Educating and empowering managers and supervisors on mines in Africa in enabling them to become more business focused, to develop their leadership skills and to set the agenda for the ongoing growth of the organisation.  This work has not only created significant personal growth for the 1,000 odd individuals involved, but has transformed both the performance of the mines involved and had palpable positive impact both on the relationships between the various cultures and levels of hierarchy and on the communities surrounding the mines;
  • Coaching senior partners in a global consultancy as part of an intense personal leadership programme;
  • Coaching the newly formed leadership team within a major financial services organisation who are leading the next phase of that organisation's development and growth - helping the new team to pull together an end-to-end operation and let go of previous conflicts and internal competitive practices and build trust with each other, create a new vision for themselves and work out how to lead a new combined organisation towards that vision;
  • Facilitating the new global legal leadership team of an international pharmaceutical company in working through their strategy for the next 3 years, their key priorities, their competency model and how they become excellent business partners in a newly configured matrix organisation;
  • Bringing together/facilitating a cross-European team of leaders of a newly formed Outsourcing group to lead as a team through significant complexity and a loosely formed matrix structure;
  • Helping the leadership team of an utility organisation work together more powerfully including surfacing and dealing with underlying tensions and conflicts;
  • Co-facilitating an Advanced Coaching Programme for the a group of HR Directors from across Europe working for a major food organisation;
  • Helping a large, multi-national client significantly develop the standard of its leadership to step-up to considerable challenges and growth that the business is facing (nearly doubling in size over the next two years), mostly facilitating a series of leadership and team-building workshops.  A significant part of this work is coaching the senior Executive team of the organisation;
  • Helping two leaders in a huge global brand/business work through a serious persona;l conflict with each other
  • Working with senior leaders of a major retail brand in determining their new strategy for transformational growth and in deciding together how they will lead individually and as a team to achieve that transformation and how they will engage and develop the leaders below them;
  • Coaching the Managing Director, Change Steering Team and the Programme Manager for an organisational transformation in a major UK consultancy and services provider;
  • Working with the top 120 leaders of a major global organisation, co-facilitating a leadership development intervention which really draws out and grows the leader within;
  • Running a deep-dive Senior Leadership Development Programme for a cross-European group of 60 leaders identified as potential future senior board members of an international consumer electronic products organisation wanting to grow their emotional intelligence;
  • Helping a leading professional services firm develop an approach to facilitating major cultural change across all of its international operations;
  • Coaching senior partners in a recently merged international professional services firm;
  • Helping develop change agents for an international professional services firm with a new and exciting initiative, looking to significantly enhance the value of its audit to its clients;

 

 in Public sector organisations:

  • Co-facilitating a leadership development programme for 24 young leaders as part of a new ongoing programme, expected to be run annually, in conjunction with Churchill College, Cambridge University, the Sandhurst Trust and other prestigious organisations;
  • Helping the IS team of a major university in the UK to develop a new structure which enables more effective delivery of business need and a significantly improved business and user relationship;
  • Team coaching the leadership team of a public sector organisation in a hugely complex context to help become a highly effective leadership team in making significant changes across the sector;
  • Coaching the relatively new Finance leadership team of a significant/high-profile public sector organisation through working much more effectively and increasing the commerciality of their approach;
  • Facilitating the growth of a group of process and change consultants working in a transformation team for an organisation that needs to make a 5-fold shift in its productivity;
  • Setting up (and supervising in) a coaching framework for a leading UK organisation as part of their Senior Leadership Development Programme for their top 300 leaders, designed to ensure the effectiveness of the coaching, linked to bottom-line result, in which coaches are recruited, assessed, briefed and supervised and in which the impact of coaching is properly assessed;
  • Creating and running an experiential development course on personal resilience for the top 140 leaders of a technology subsidiary of a major public sector organisation facing a period of significant uncertainty and requiring a transformational shift to a much more commercial approach while it was being procured by a major private sector conglomerate;
  • Helping a major public sector organisation create a governance framework for both external and internal coaching so that: potential coaches can be identified, assessed and supervised; the ongoing coaching can be assured of delivering benefits both to the individuals being coached and the organisation itself; internal coaches can be developed and their usage grown; and the organisation can learn from the work done;

 in Charitable and not-for-profit organisations:

  • Facilitating the development of a strategy for the next five years, for a small charity in the music sector, involving all leaders and staff and the founder;
  • Running a change leadership programme for the 60 top operational leaders of a significant UK charitable organisation undergoing going a major change programme.  The leaders needed to develop not only their capability to lead change effectively whilst sustaining the organisation and its reputation, but also to build their own personal resilience and capability to deal with uncertainty and ambiguity and then lead their teams through a period of considerable uncertainty as well;
  • Facilitating African entrepreneurs and leaders to develop sustainable social business models and share best practice and technology in order to help them increase small farmer income and reach - and reduce starvation;
  • Developing and running a leadership influencing programme for a significant UK research organisation;
  • Coaching the leadership team of a major UK charity through developing a very high performance culture and through creating ways of working to deal with the contextual issues that arise regularly by the nature of their work;
  • Facilitating the strategic and personal development of the top 30 leaders of a major charity undergoing radical change.