The client company is the market leader in fuel distribution and
had grown considerably over the years. This success came at a price.
As the organisation grew it became increasingly difficult to retain
the culture that had made the company such a popular place to work.
New joiners brought their own perspectives and as the organisation
grew, a number of people found it difficult to manage the changes.
Skills gaps became more prevalent and this was having an impact
on performance and morale.
The Head of HR recognised the situation and looked for assistance
in resolving it. Grange Learning was asked to help.
Following a number of conversations we worked in partnership with
the organisation to design and develop a bespoke coaching programme
that emphasised the importance of creating a culture where people
could take risks without fear of failing.
We looked at how feedback could improve communication by encouraging
people to share best practice and discuss performance sympathetically
but openly. A two-day coaching workshop was created called ‘Coaching
with confidence’. This was a practical workshop which built
on those areas identified by people as needing the most support.
The content was designed to enable those attending the workshop
to practice the skills in a completely risk free environment. In
order to reflect the realities of the work place, external business
role players were brought in to provide authentic discussions of
issues and incidents that participants might be called upon to coach
and counsel.
As an indication of the importance the organisation viewed attendance
on the workshop, ‘Coaching with confidence’ was open
to all levels of the business and the Chief Executive and members
of the top team attended the first one. This sent a clear signal
throughout the company that this was not a short term initiative
but a culture change that was expected and encouraged throughout
the company.
The popularity of the programme soon spread and within six months
most of the company had participated in the programmes. In the ensuing
months HR monitored the progress of those who had attended. Regular
references were made in the internal newsletter to tips to help
maintain the momentum. Performance reviews incorporated the competencies
of feedback and coaching skills.
Today, the latest staff survey clearly acknowledges that the culture
is more supportive and that feedback has become integrated into
the organisational fabric. The models, tools and techniques have
become part of the way that the company works together and a follow
up programme is in the process of being developed to maintain the
momentum established by the ‘Coaching with confidence’
programme.
Productive collaboration across business
units
‘Coaching with confidence’
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