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HDA OVERVIEW
HDA Case Studies

Coaching – Financial Services

Business Context/Background

A leading specialist investment organisation was keen to support a senior team of Directors to work together more effectively to achieve both team and business objectives.  The team had recently been through some changes including the addition of a new team member from an organisation with a very different culture and approach to working. As the individual had been with this organisation for over 20 years, he would need to refine his skills and capabilities to meet the expectations and demands of the new operating environment.  HDA were commissioned to support the Director to be successful and make an impact in his new role.

 

Summary of Coaching Content

HDA undertook a 6 month coaching programme with the Director to explore his managerial and leadership style in this new context and find ways of getting things done - including influencing, building relationships and making an impact whilst remaining authentic and true to his own values and attitudes.

The Coachee was also taking on a global training role and used the sessions to explore current thinking around adult learning and behavioural change.

 

Business Value Obtained from Coaching / Coaching Outcomes

The coachee explored and evaluated his personal preferences around influencing, communicating and building networks. He quickly established himself as a valuable member of his peer team and as someone with credibility and authority amongst junior staff and senior stakeholders alike. He is now used as an expert resource within the business whist at the same time being seen as approachable and supportive when people need advice and guidance. He has brought an innovative approach to his modus operandi, particularly in respect of developing less experienced staff.

 

Business Outcomes / Individual’s Outcomes

The coachee was relieved and invigorated by the insight and evidence that he could, in fact, operate within this environment in ways which not only delivered the required business results but also could do this in ways which allowed him to be “the real him”. This was despite his earlier concerns that he would need to conform and be like everyone else if he was to engage effectively with the business. He grew in confidence in approaching the challenges of raising his personal profile and building his internal networks at all within the company. He also acquired new knowledge around the design and delivery of training and development programmes and insight into the practicalities and value of encouraging behavioural change.

 

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