Leadership development for teams – a strengths-based approach
The client was a large Higher/Further Education college in Bristol, looking to develop the leadership capacity of its 47-strong Wider Leadership Team. The programme started with two half-day workshops, during which we facilitated an exploration of the college’s view of leadership and the changes its current leaders wanted to make to their leadership styles and behaviours. Participants were then given a brief introduction the strengths based approach to leadership development, and to Strengthscope™, the psychometric that would be used to generate individual and team strengths profiles. The workshop also introduced participants to the concept of coaching, and what to expect during the 1:1 coaching sessions they would be offered. In the autumn term, each member of the Wider Leadership Team received two 1:1 coaching session, during which they were able to work with their coach in a neutral and confidential space, to explore how they could further develop their strengths, address their performance risks, and use this awareness more effectively to address challenges they faced in their roles as leaders. Team leaders were given a report highlighting overall strengths and potential performance risks of their team as a whole, based on the strengths profiles of the team’s membership. Finally, the Senior Leadership Team was facilitated through a process of interpreting their own group strengths profile, of discussing the implications of the overall themes emerging from the coaching programme, and of discussing the way forward for continued leadership development.
Leadership teams – facilitating transition
The client was the senior management team of a marketing agency that had recently been created by the merger of two sister companies. The team members (eight people) were busy getting on with the day job of pitching for, winning, and delivering on contracts, but at the same time were getting to grips with what their newly merged entity meant for them as individuals and as a team.
Using ICS Connect, a Jungian based psychometric, each team member became aware of their own and their colleagues’ working styles and communication preferences. Through this they developed a common lexicon of working styles, and a realisation of how they could support each other to ensure that all aspects of their different strengths were drawn upon as appropriate to lead the new agency.
An externally facilitated off-site workshop helped the team reflect candidly on any regrets they had about what they’d ‘lost’ from their previous agencies, their hopes and vision for the new entity, and to co-create a way of working together effectively as a team through and beyond the agency’s transition. Each team member also had three one-to-one coaching sessions following the workshop, as the new systems were embedded.
As a result, the team members each said they felt much more able to work effectively and openly together, and that they were able confidently to communicate a unified agency vision to their own direct reports.
Developing young talent
Sophie was a young and promising professional, working as junior consultant at an International Development Consultancy firm. Sophie was seen by her employer as being very able and competent, and yet seemingly lacking the self-belief to stretch herself to her full potential. Offered coaching by her employer, she came to me saying she wished to develop her self-esteem and self-awareness, and to enhance her ability to communicate clearly with herself and others about her competencies, aspirations, and expectations from others. We worked together for six coaching sessions over a four-month window. Sessions explored her ability to generate internal validation for her work rather than always seeking external validation, her ability to be more assertive in her interactions with others, and ways in which to more effectively manage her heavy workload to allow a more balanced home/working life. Some weeks after the coaching had finished, Sophie got in touch to thank me for the work we had done together and letting me know that she had just been appointed as the youngest member of the board!
Rachael had recently been promoted onto the senior leadership team of the environmental consultancy she had worked at for three years. She was the youngest member of the SLT by at least five years, and was also younger than all but two of her direct reports. While naturally outgoing, confident and competent at the technical area of her work, Rachael found she had low confidence in her ability to lead her team and a sense that she was an ‘imposter’ at senior leadership meetings.
At the beginning of our work together Rachael received a 360-degree report on her unique strengths and qualities as a leader (using Strengthscope™) This formed the basis of structured conversations in which she was able to recognise and acknowledge her own strengths and how they complemented those of others on the SLT. She was also able to identify how she could best capitalise on these strengths to develop her own unique leadership style.
Working for a family business
Rebecca is a member of the Senior Leadership Team in a small but growing family business. When we started working together she had recently been promoted to take on wider responsibilities and to manage new staff. She was feeling under-confident in her abilities to demonstrate the leadership qualities required of her new role, and to initiate the changes she felt needed implementing for the benefit of the business.
We discovered early on that some of her reticence and self-doubt came from the difficulty she had with separating out her professional identity from her personal one. She is the youngest in the family, and has always felt like the ‘baby’. Colleagues at work, some of whom were family members or friends of the family who’d known her since she was a child, used her nick-name at work and, she felt, didn’t take her seriously as a professional.
We worked together over a six-month period, meeting once a month for an hour and a half. Using structured conversations and exercises we worked to help Rebecca recognise the thinking that was impacting on her confidence, experiment with new ways of behaving and communicating at work, and in so doing to identify and capitalise on the strengths and resources available to her to become more confident and effective in her role. By the end of our work together she was routinely chairing monthly staff meetings, had developed with her managing director (older brother) a framework for structured weekly meetings, and had initiated changes in staff recruitment and induction processes.
When Simon began to work with me he was facing a challenging relationship with one of his direct reports, whose performance had taken a nose-dive over the past six months. Simon expressed a mixture of exasperation at the amount of his time being taken up managing performance, confusion as to what had led to the decline, and concern for his colleague.
Through structured coaching conversations we explored Simon’s beliefs about his own responsibilities and capabilities as a leader. We also carried out some exercises that allowed Simon to see his own leadership style through the eyes of his colleague. Simon came to a growing awareness that some of his own insecurities about his capabilities could lead him to be over-controlling and unable to trust in the capabilities of his subordinates, something that was exacerbated by a belief that the poor performance of a team member reflected directly on his own capabilities. He also realised that he was taking full responsibility for the performance management of his staff member, feeling it would be unprofessional to bring his own line manager into the process.
Through the course of our work together Simon felt confident to let go of some of the sense of responsibility he had, with the result that he communicated more effectively both with his line manager and with his team member. The team member responded positively to being shown more trust, but also felt able to be more honest about the situation outside of work that was impacting on his performance. In the end, the team member did apply for a new job outside of the company, but his performance during his notice period was back up to standard.
Hugh is the CEO of a UK based charity. When he came to me he was feeling unsupported by his board, tired of the responsibilities facing him at work and at home, and questioning how to bring more joy and purpose into his life. Hugh invested in a series of six coaching sessions over four months. Conversations and exercises helped him to him re-connect with his core values, identify his strengths (both realised and unrealised), and identify ways in which he could do more of the work that energised him and draw on support to help him address the aspects of his job he found de-energising. He also identified ways to communicate more effectively with the Chair of his board, with the result that what had felt like a hostile relationship once again became one of supportive challenge.