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HDA OVERVIEW
HDA Case Studies

Coaching – Financial Services

Business Context/Background

The organisation, a large multinational financial services institution, had recently experienced two waves of redundancies at all levels across the business which affected morale, culture and structure. To support the changes a number of major infrastructure projects were initiated and business was expected to continue as normal during this period.

Summary of Coaching Content

The coachee was a Director of a strategic support function who had recently been assigned a new manager. The coachee was having difficulties in connecting effectively with his manager. In particular, he needed to gain clarity around his business scorecard objectives for the coming year and also wished to be given specific and constructive feedback about his style and performance as a senior leader. In addition he wanted to work on building his influence and impact with key stakeholders in order to strengthen his personal brand. He realised that he needed to be seen as a leader who “delivered the goods” despite having to operate within a context of constantly shifting initiatives and priorities.

Business Value Obtained from Coaching / Individual Coaching Outcomes

The coachee was encouraged to focus on the aspects of his relationship with his manager which he could influence, rather than feeling disempowered by the fact that he couldn’t change his bosses’ behaviour. The coach worked with him to analyse his personal influencing style and self-belief, both challenging and supporting him in seeking out hard evidence from stakeholders about what they valued and expectations he needed to fulfil. This threw up some key areas for development including personal organisation and in particular the way that he ran meetings and perceptions of a lack of drive. The coachee addressed these issues by pinning down very specifically the habits he needed to change and worked on achieving those changes in “bite-sized chunks” over a period of three months. In addition the coachee drew up his own annual objectives with very distinct measures of success which he then got signed off by his manager.

As a result of the coaching, the coachee felt much more in control of his destiny in the sense that he had established the business’s expectations both of what he was required to deliver and how that was to be done. His relationships with certain stakeholders were enlivened by the openness and trust he had demonstrated in seeking their feedback.  Business meetings which the coachee owns are perceived to be much more effective and efficient in delivering key outcomes and this has had a positive impact on the coachee’s brand as a leader who demonstrates energy and focus in the delivery of targets. The coachee has also had an opportunity to review and analyse what is really important to him when the time comes for a career move and has a strategy in place for making this happen.

 

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