I work with each client to create the right solutions for them which means each project is unique. Here are some  recent projects to give a flavour of the sort of thing I can do:

A new career direction

After a long and highly successful career in the armed forces, this high achieving individual was uncertain about what to do next. We explored a number of current options he was considering and used an assessment of his core strengths to evaluate which would be most appropriate. It became apparent that he was jumping into a decision too quickly and he found an option of a short term project to ease his way into a new phase in his life and we continued to work on his strengths. He used his experience of the project work to evaluate his response to the new civilian lifestyle and was able to embark on a new career direction that played to his strengths and is now finding his new career fulfilling.

Career Turning point

Having forged a successful career based on his technical engineering expertise, I was approached to assist this highly talented individual as he moved across into a more generalist role in a global business. He had to unlearn his previous influence approach which was using his technical reputation as the basis for issuing orders. Over time we explored how people were motivated in different ways and how others might have different priorities. We explored his leadership style, what he could leverage and where he could develop. Shortly after we finished our last session, he was promoted again and is enjoying his new career in the same business.

Promotion challenges during change

A small but crucial department in a public sector organisation had been underperforming for years under a manager who had lost his way. He was moved on and a new, dynamic but inexperienced manager was brought in. He was given a great deal of high level support but needed additional help in dealing with the aftermath of redundancies and some remaining (underperforming) staff. He was talented but faced with significant morale and performance issues with a small number of staff. I was asked to support him through this period. We discussed ways of understanding the viewpoint of the remaining staff and work out how to prevent their negative attitude transferring to new staff. We worked on how to be understanding but also how to be firm about the changes.

Finding the key to performance in a call centre

The manager of this large call centre was concerned that their performance was flatlining and brought me in to assess how they could improve on quality of service and also increase productivity. I spent some time with staff observing calls, meeting staff and discussing with teams. It became clear that whilst they were notionally organised in teams, the reward system of bonuses – very important to staff – was only awarded on an individual basis. this meant that it was actively against the high performers personal interests to help anyone else in their team. In fact the high performers didn’t want to speak to me as it would reduce time on the phone and therefore their income. And also they didn’t want to share their secrets. My recommendation was that the bonus scheme be re-structured to include a team element and that this was created against an absolute performance level rather than competing with other teams. The business also followed my recommendation of having team meetings factored in to their working day – previously meetings had been in staff’s own time. The centre was able to make an immediate step change in performance both in terms of quality of their work and the number of calls processed.

What would you like to work on …