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HDA OVERVIEW
HDA Case Studies

Creating a Coaching Culture to Enhance Organisational Performance - Property Development

 

Background

A housing corporation, with a substantial build programme and strong community links, needed development of the leadership and management staff in the organisation. 

The development work was designed against a context of changes both internally, and in the external marketplace, including:

• The arrival of a new Chief Executive with a remit to make radical changes to the performance of the organisation
• A significant change to the provision of central funding.
• Changes in systems of Government funding, forcing the pace of change required internally to maintain current service levels and standards

HDA’s intervention was intended to drive and support the introduction of new ways of working, specifically:

• To move from a perceived “parental”/instructional style of management, to one based on an “adult-adult”/coaching approach
• To equip leaders and managers with the skills to mobilise and work in groups to deliver specific business projects
• To introduce a coaching culture by equipping managers to coach as a way of being, rather than a way of doing

The programme was ultimately aimed at driving and supporting accountability at the point of action, thereby reducing dependence on managers and leaders at every level so that they could focus on longer term planning. 

HDA Intervention

Initial discussions with the client led to the design of a programme with two distinct target populations:  primarily developing top level leaders in the organisation, and following up separately with the middle managers.  Each population received three modules of targeted off-line developmental input involving skills development using practical work and focused on real, live business issues.  Learning and practicing coaching skills was the focus of module 3 for both target populations. 

All individuals at the highest level were assigned to an external executive coach for 6 months following the completion of their programme for a series of coaching sessions on pre-defined business issues.  With continued external support, top level managers then became the coaches for the middle managers across the organisation, coaching cross-functionally across the business to continue the drive to raise business awareness, break down functional silos and maintain the focus on process, as opposed to task.

Results

Initial feedback and observations suggest that there have been some significant changes since the start of the initiative:

• Relationships at all levels have been improved, leading to quicker resolution of differences, speedier decision-making and implementation of decisions
• Individual contribution in meetings has either increased or improved in terms of appropriateness and approach
• Accountability, focus on and delivery of results is now expected by senior managers and become part of the language of the organisation.  Delegation has been increased successfully
• A number of key business priorities have been positively progressed
• The loss of 2 key personnel has been planned for and managed with minimal disruption to the business
• A process to cascade coaching throughout the organisation is now underway
• Initial feedback from employees is that they have noticed a positive change in the leaders and managers across the organisation

 

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