Business solutions

A PE-owned technology company commissioned a mentoring programme to assist its scale-up ambitions. Key areas: emotional intelligence, 360-degree wide-angle vision, communication and influence. Outcome: Greater awareness of organisational politics, improvements to international working, accelerated technology standardisation, faster product roll out.

A CEO wanted to manage stakeholders better. Sponsored by the Chair, and during the Covid-19 pandemic, a six-month programme was run entirely via video. A clear process and rapid responses from all parties enabled a regular "drum beat" of interactions, responses and solutions. The outcome was higher confidence among all parties, clearer communication, less "fire-fighting" and a "no-surprises" environment. 

A first time CEO wanted to accelerate performance to make the role his own. Sponsored by the Chairman and also against the backdrop of Covid-19, a six month programme was run entirely by video. An agreed agenda enabled detailed research, advice based on real life experience and key follow-up points. At completion, a "Letter-to-self' set out the "what" and the "how" of enhanced performance for the coming year.

A plc Group Director of Training wanted guidance on a major company-wide project. Over a six month period, external programme management delivered a focused set of results and enhanced line management engagement. A combination of techniques included stakeholder analysis, a detailed contact plan, precise project plans, weekly multi-site conference calls, on-site team reviews and brainstorming sessions.

The Head of Reward for a high profile regulator wanted advice on strategy and implementation. A heavy workload required significant sequencing and stakeholder management. Over a six month period using specialist technical advice and personal style guidance based on 360-degree feedback, the executive was able to agree clear deliverables, influence more effectively and manage the workload to better outcomes.

A senior business leader faced a dilemma regarding the performance of a division.  Its manager had undoubted technical skill but weak leadership capability.  Through a process of Socratic questioning it became clear that strong leadership was vital for success.  A change plan was drawn up and implemented.  New leadership enabled talented people in the team to rise and be recognised for their contribution as performance accelerated.