Examples of Assignments Carried out in Organisations

Examples of assignments carried out in Organisations

• Providing coaching support for the coaches of a series of newly formed Self Directed Teams in a leading manufacturing company.
• For the same organisation, 1:1 and team coaching for the Leadership Team and Change Management Team to help formulate the vision and culture and to tutor this team to develop as coaches and thus ensure they developed others.
• Providing coaching support for a leadership team on a group and 1-1 basis to gain clarity on the role of a leader in a fast changing environment. As a result of this success, coaching for the business performance team was introduced to support high performing teams across the business.
• Team coaching for the Executive Directors and Executive Management Group of a large provincial building society to identify the vision and the key deliverables for coaching during a period of planned cultural change.
• 1:1 coaching for a Managing Director of a global investment bank. The coaching was part of the CEO’s leadership programme which is part of the succession planning process for future Board members of the Bank.
• Team Coaching for a Global Team to gain clarity of team purpose, clarity of individual roles, awareness of their impact during a transition period and improved communication.
• Undertaking of a 6 month coaching assignment with 40+ senior operational managers for a large insurance company. Each individual received 6 coaching discussions to support them to integrate personal behavioural changes following their attendance at a formal leadership workshop.
• Developing and presenting a coaching workshop for non-executive Directors for Europe's largest venture capitalist.
• 1:1 coaching with the Chief Executive, Finance Director and Marketing Director of a specialist software company to create more cohesion within the team.
• Training a group of 40 most senior managers as internal coaches for a large financial services organisation.
• Training and accreditation of an internal development team as coaches and licensing them to deliver CECO's coach training programme to all operational managers across their business.
• 1:1 coaching with senior members of staff, both academic and operational, at a leading University. Issues; performance, behaviour, clarity of role and sustained personal motivation.

• Developing the European Employee Assistance Programme team of a global manufacturing/communications business as internal coaches.

• Team, followed by 1:1 coaching for the Board of a manufacturing business who established that in order for the business to continue to perform well they needed to address the relationship and communication challenges within their own team.
• Design and delivery of a coaching programme for 100 operational managers. This programme which focused on people taking full responsibility for their careers and their lives launched the organisation’s corporate university.
• Designed and delivered a coaching programme with a specific emphasis on impact on the bottom line for operational managers in a household name retail business.

• Working with the Chairman of a leading specialist head hunting company to enable him to establish clarity around the organisation's 6 values. The resulting behavioural descriptions were then used to develop a company specific, 360º feedback framework and subsequent personal development plan for each Board Director.
• Working with the newly appointed Chief Executive of a media company during and immediately after the transition period between his appointment and moving fully into the role.
• 1:1 coaching for a Managing Director of a global investment bank. Coaching was the agreed appropriate support for this individual following a performance review that identified the need to review some aspects ofleadership behaviour.
• 1:1 coaching for the Commercial Director of a specialist insurance company. The coaching focused on addressing team feedback around specific elements of the organisation's leadership competencies
• Training a group of 50 HR professionals as internal coaches for a large insurance company.
• Working alongside the management board of a highly successful asset management organisation to define the strategy and blueprint for the way forwarding the 5 year business planning cycle
• Design and deliver a business critical coaching solution to develop a team of internal oaches. Whilst coaching the senior management team through a 360 feedback process and an organisational merger