Here are some examples of consulting projects of different scope and size:
We worked alongside a Director who was preparing for the imminent roll-out of multiple performance development initiatives in his company. At the time there were lots of ideas and partially completed pieces of work, but the volume of work outstanding seemed overwhelming, and a plan was needed to actually accomplish the launch.
Initially we had a couple of extended one-to-one sessions in which we jointly scoped the work, pinned down an overall framework that linked the ideas and initatives, and crafted the top level project plan. Off-line we then helped with filling in some of the details of project plan, we reviewed and gave feedback on the materials and documents that had been developed so far, and we drafted some of the missing pieces.
We also carried out one of the major pieces of work which needed to be done to a tight time frame. Starting with the company’s competency framework we mapped each competency across to the training options that were already available in the company, and also suggested a range of other non-course based development options for each competency. These were written up and collated to produce a comprehensive manual to support the development planning process.
The roll-out was accomplished on time and all the materials and processes were received with enthusiasm and interest. Two years on they are well integrated into the performance management system, and are still being used extensively.
We have worked with two different clients who were looking for customised case study materials to support leadership development programmes which they were otherwise designing and delivering internally. In one instance we wrote fictionalised scenarios and in the other we researched and wrote up examples of actual good practice in other organisations. In both instances the case studies worked effectively within the programmes to bring to life the discussion of the leadership behaviours being explored.
A technical development department was looking for a customised 360 degree feedback process as part of an ongoing programme of development and change. They needed to work with someone who was outside the organisation but also who understood the working environment. We designed and conducted a 360 degree feedback process involving interviews with all members of the department. We then produced a comprehensive report and a series of recommendations at both an individual and departmental level. These resulted in some material changes being implemented which helped to move the department forward.
We were asked as a matter or urgency to work with a team where communications and trust had almost completely broken down for a variety of reasons. We were able to respond quickly, meeting with each person individually in the first couple of days, and then facilitating a group discussion the following week. As a result of this process a number of significant issues were aired and resolved, and the team re-established the basics of productive working relationships.
An organisation was looking for temporary cover for their learning and development manager who needed to take a leave of absence at a particularly busy time. We provided support on an interim basis for two months, ensuring that day to day coaching and advice was available and that key projects continued to be progressed.
And some training and development examples:
We worked with a company that had recently written a Code of Ethics and now wanted to roll it out across multiple sites in Europe in such a way that all 1500 employees became familiar with the code, and were committed to abide by it. This was a hugely important initiative for the company, and they wanted to avoid the perception of this being “just another policy” to adhere to.
We therefore designed a really interactive workshop that took participants through all key aspects of the code, and the thinking behind it, and encouraged them to think through some of the issues from first principles, based on the moral and ethical dilemmas they faced in day to day life.
Initially we ran this for a group of around 40 participants, representing all the countries that would be involved in the roll-out. These participants would be the ones conducting the workshops in their own countries, therefore this event was extended to include feedback on the proposed design and elements of “train the trainer”.
We refined the design of the workshop, which was then run internally for groups of up to 30 at a time, and proved to be highly effective in engaging people to sign up to the Code.
A Clinical Development organisation with a matrix team structure needed to establish a common understanding of, and commitment to, good basic principles of team working. In response to this we designed and delivered a training programme on team behaviours for all members of the organisation. The workshops included input on the basics of successful team working and a facilitated process through which the groups produced their own set of recommendations and commitments for the future.
We pulled together the outputs from across the workshops, and this resulted in a set of agreed guidelines and protocols for working together which have been adopted across the matrix organisation.
We have worked with a number of clients seeking in-depth development for existing leaders in their organisations, or people who have been identified as having the potential to move into positions of influence and leadership.
In the programmes we have designed and delivered, we have increasingly used approaches that enable individuals to identify and build on their innate strengths. We have also frequently incorporated peer coaching & feedback and Action Learning as key components of the design.
Both the individuals and their organisations have reported that these methods are helping them to achieve profound learning and continuous development. One organisation in particular had recently undergone major change with respect to strategy, structure and culture. Through the leadership development programme, participants have been enabled to adapt to the change positively themselves, and to lead their teams through it, and many have gone on to actively support and further drive the agenda for change.
We carried out a series of coaching sessions with a middle manager who was struggling with the effects of working extremely long hours due to high levels of perfectionism, lack of willingness to delegate, and inability to say "no". During the sessions he addressed some limiting beliefs around work standards and letting go, and identified some influencing strategies to employ. As a direct result of the coaching he managed to get his hours down to an acceptable basis, and significantly decreased his stress levels.
Here’s something that involved a blend of consulting and training:
A company wanted to update and bring to life its Performance Management system - utilising outside help, but also involving employees to ensure buy-in to the new system when it was launched.
The approach we agreed was for the company to put together a cross-department project team whose members were responsible for the design and launch of the system in consultation with their respective departments. Our contribution was to propose and manage the project plan, facilitate the team meetings and provide expert input and challenge with respect to options to consider for the design.
On the training side, we helped with the design of workshops and materials to support the launch, provided coaching for the internal trainers, and acted as co-trainers on the workshops themselves.
In addition to accomplishing an effective roll-out of a much more effective system, which was "owned" by those using it, the team members found that involvement in this process was a source of personal development for them too.
And something that started as training but became consulting:
We were asked to work with a group of managers to deliver some basic management/supervisory training. However, in an initial needs analysis stage, it became apparent that the priority need was less about training and more about helping the managers in the different groups to work together with greater cooperation, understanding and efficiency.
We therefore designed a series of weekly facilitated sessions which included using the Myers Briggs Type Indicator® to understand and appreciate differences, discussion and clarification of roles, and some process improvement work. We did also include a few snippets of management training along the way!
By the end of the series of sessions, relationships were acknowledged to be more open and cooperative and roles and expectations more clearly defined. The managers had also identified and implemented some key process improvements, agreed ground rules for working together and established processes for communicating with each other and their directors moving forward.