Relational Leadership Case Studies

Omron

Virtual team coaching after re-organisation

Our client was undergoing a reorganisation, impacting different teams, leaving the strategic marketing team feeling marginalised as they lost scope, resources and people due to the restructuring.

TPC Leadership, having worked with the organisation’s top management on previous occasions, partnered with the team leader to bring about much needed clarity and gave an energy boost to a frustrated team.  What made this program unique was an adaptation to run it as a fully virtual program, due to the Covid19 lockdown, with results that left participants, and facilitators, in awe.  They gained a mutual appreciation and recognition of each other’s role and contribution.

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Major FMCG company

Redefining team behavioural norms and roles for a collaborative climate

Our client’s national sales team was experiencing a series of conflicts with technical sales support, specifically regarding roles and responsibilities which led to chronic feelings of mutual distrust. TPC Leadership was engaged to identify systemic root causes of the dysfunctional team dynamics, clarify and redefine roles.  A shared agreement was reached during the team interventions on the need to shift away from the toxic climate and the behavioural practices and the communication protocols needed to achieve their goals.

Jaguar Land Rover

Redefining behavioural norms and roles to enable a collaborative climate

Our client had a strong engineering and technical culture.  The leadership culture did not foster autonomous thinking, creativity or inspiring younger staff, which led to low staff engagement. TPC Leadership delivered a 5 days leadership behaviours training program, over 5 months, for 200 managers.  The company transformed from a slow innovation rate into an innovative cutting-edge company. The 360° scores manifested improvements in all the core areas related to enablement in service of innovation and engagement.

Jaguar Land Rover

UN Agency with >16,000 employees

Enhancing morale and engagement

A Global Staff Survey manifested alarming rates of disengagement.  Our client, a UN agency, was struggling to find ways of making the working environment safe for difficult conversations.  With the goal of engaging the whole division in the co-creation of a ‘high performance team’ culture, TPC Leadership was engaged to support and advise management, to address root causes for disengagement and helped create a positive, proud and high performing culture.

Pocket Media HQ

Addressing fear culture

Our client was facing a significant talent attraction and retention risk due to a permeating culture of fear and dissatisfaction with senior management.

TPC Leadership was engaged to support senior managers and employees in developing awareness of the impact of their current style on business and people, and to re-craft company values and management behaviours supporting engagement and trust.

During a series of 2 day engagement workshops with the whole organization, the positive result was an increase in trust in management and openness of the leadership and reduced turnover related to poor management behaviours.

Pocket Media

Sinclair Oil

Senior Team leadership development programme

Our client’s CEO was moving to Corporate, but realised they had insufficient leadership within the organisation to enable the change.

TPC Leadership created an embedded leadership training program to meet the outcomes of a more effective senior team to support the new CEO.

As a result, the organisation was restructured and the strategic goals became the pillar of future focus and the new CEO was able to step into the leadership role due to a successful transition.

Sinclair Oil

St. Antonius Hospital

Directors get insight on how they are perceived

Our client, the Board members of a busy hospital, needed to improve their working relationship in order to face the turbulent times in healthcare.  Employees from different levels of the organization were given the opportunity to comment on their management, via Insightful Leader 360 that used a Work Styles model.

The detailed feedback reports were discussed in an away-day and to ensure continuity, the Board met their TPC Leadership team coach several times.  They developed stronger relationships and saw this as valuable moments of reflection on their joint and individual functioning and well-being.

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Omron Healthcare EMEA

Growing a healthy employee engagement

Our client’s Marketing team, faced with a rapidly changing business environment, were left unsettled and in need of transformation.  The client wished to improve both team & individual performance for greater organisational impact.

TPC Leadership designed a tailor-made program, delivered over 9 months, which greatly improved team cohesiveness. Through courageous conversations they were able to embrace diversity, developing as team and individual leaders.

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Department of Amsterdam Local Authority - Schooling

Development of a management team and their department

Our client, the new department leader, was confronted with the drastic results of an engagement survey done across all teams.  The leadership team were operating as islands with no collaboration between them.  Our client launched an intensive improvement program to help develop the department and TPC Leadership was asked to support this development.

During a 2 days facilitation for Leadership Development, they discussed topics that had been on the table for years.  The process led to greater ownership by involving team members in the overall plan & design.

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Public Sector Executive

Women in Leadership

TPC Leadership coached a public sector executive, new to the role, feeling the stress of the increased pressure. She had difficulty with the relationship with her executives, but also with her subordinates, formerly her peers. Delivering results became difficult, reducing her confidence and raising the question of whether she was suitable for her new position.

Through the coaching process, our client saw her function in a completely different way, including related relationships.  Perhaps most importantly, she experienced a greater sense of purpose and meaning in her role, increasing her positivity.

USwitch

Profiting from coaching

To achieve better results and employee turnover, our client, a CEO new to the role, believed in a coaching approach.  TPC Leadership designed an ambitious development program for the new top team. This transformed the company style from one of didactic management to inspirational leadership.

The development program had a dramatic effect on the business. The environment changed across the whole company, with staff turnover dropping dramatically within all departments. Staff who had previously been reserved started taking initiative.

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Pocket Media

Values driven organisation: culture alignment increases engagement

Our client continuously suffered from high people turnover.  Following internal meetings, the HR manager learned that some experienced a culture of fear and different standards for the executives and workforce. All slowing down company growth in a very competitive environment.  Their organizational values in cooperation with their employees needed to be defined to increase employee engagement.

Through detailed evaluations and workshops, TPC Leadership guided the client through cultural alignment and to becoming a values driven organisation, involving their people in the process to get there.  The result: increased employee satisfaction and engagement!

Pocket Media

Public Sector CEO

Improving teamwork and performance

TPC Leadership was asked by a Public Sector CEO to work with him and his leadership team to improve the way his team was working together and ultimately team performance. Roles and responsibilities were unclear and there was a general lack of trust.

Through challenging team sessions and 1 on 1 coaching sessions with team members, they focussed on increasing openness and trust between team members, appreciating the wider system.

Some team members decided to leave, (an expected result from such an intervention). But what was left was a team with much higher levels of mutual support.  Dramatic performance improvement is being seen across a broad range of measures.

A global retailer

Exceeding expectations during top talent transition

Our client, a global retailer, needed to transition a top talent director into a new director level role.   The new role also required a broader understanding of leadership, towards one driven by behaviour and culture.  The director needed a deeper understanding of leadership styles and the situational choices that could be made.

Through predominantly 1 on 1 coaching sessions, the client was able to transform the team in terms of capability and culture and developed a robust succession approach.

Finance Director

Change of perspective

Our client, a female Finance Director in a male dominated Executive Team, needed coaching to help her secure “a voice”.  Essentially she didn’t feel valued in the team and had a sense that her gender was playing a part here.

Following six three-hour sessions and utilising 360 feedback, the client came to a view that her perception of reality was distorted. She was supported to create a more empowering vision of herself and how she was perceived.

The program was extremely high profile and a big investment for the business – organisational feedback was excellent

Public Sector organisation

Building more trusting and open relationships

TPC Leadership was asked to work with multiple teams of leaders as a number of local government organisations were merging and it was a culture of high stress where restructuring was almost business as usual.

By incorporating both 1 on 1 and facilitated team coaching, participants were able to focus on key business objectives and on how to manage change.  There is now an ongoing coaching support program in place plus a number of additional skills programs including facilitation skills and managing effective meetings.

Professional Services organisation

A virtual approach to emotional intelligence development

Our client, a professional services company, was looking for an Emotional Intelligence program for a Regional HR team to improve their working relationships.

Following a face to face workshop, virtual 1 on 1 coaching was held to help delegates establish and deliver a robust personal plan.

On the back of the program, the team reported big shifts and greater resilience. As well as team relationships and performance goals, key private goals were also exceeded around confidence and assertiveness.

A Private Sector CEO, with a strong finance background

A CEO finds his voice

Our client, a private sector CEO, was very clear about his direction, but communicating it was a challenge as he found people engagement in large groups daunting.

During the coaching sessions, there was a strong focus on equipping the client to better tell stories and improve stage presence.  It wasn’t about being someone he wasn’t – just about being a more effective version of who he already was.

The results were nothing short of transformational. The client went from dreading large scale engagement events to being really enthused about them. He described a feeling of liberation in that at last he understood changes that he could make that really suited him.

Newly promoted executive

Enhancing executive resilience and well-being

TPC Leadership was commissioned to work with a female executive new to the position, who was feeling pressure in the role.  She was struggling to manage upwards as well as develop relationships with subordinates, with whom she had previously been a peer.

Initial focus of coaching was to establish the detail about the gap between the perceived expectations of the role and her ability to cope. Coaching then worked on closing this gap by working with the client on cognitive, emotional and behavioural levels.

Relationships were improved at every level and with regards performance, she has been recognised regionally and nationally for achievements in the role. Perhaps most importantly of all, she is enjoying her role with a much greater sense of meaning and purpose.

Top 3 global management consulting company

Conducting performance conversations effectively

Since 2012, TPC Leadership has successfully delivered training, both face-to-face and recently re-designed for virtual delivery, dedicated to Senior managers and Partners operating as internal career development advisors for a global management consulting firm. This advisor role was created to provide continuous management and attention for individual performance and career development across different projects.  The program has evolved with the client needs and remains an integral part of their leadership development.

Top 3 global management consulting company

Assessing performance, writing effective performance reviews, delivering performance feedback

Since 2015, TPC Leadership has been collaborating with the client, a global management consulting firm, by delivering management and leadership programs for all managerial levels.  In 2018, the client asked TPCL to support them in creating a focused development program for their senior consultants at the edge of their promotion as managers, with focus on understanding the Company’s competency model and performance management system, writing effective performance evaluations and delivering impactful performance feedback.

JCI (Adient)

Performance Management System development and implementation

During 2015-2017 TPC Leadership deployed a Leadership Development Program, including a Performance Management System Program and a Talent Development Program, for the Senior Management Team and for the newly formed Middle Management Team at our client.

The creation and good functioning of a healthy layer of middle management, made up exclusively of high performers and talents, led to the visible development of their leadership skills and to the management’s increase of strategic focus.

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Iulius Mall

Developing a Performance Management System

In 2013 and 2014, TPC Leadership supported Iulius Mall, a large developer and operator of mixed-use projects in the real estate, in the creation and implementation of a Performance Management system.

The program was highly appreciated by the President of the Company; consistent positive feedback from both the employees and the managers and management started having performance conversations with their employees, systematically.

There was an increased sense of motivation for people, relying on a sense of fairness in receiving financial rewards and recognition and an increased capability, for the managers, to spot very talented employees and support their career path.

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DCHI

Leadership transition through performance management training

Between 2012 and 2017, TPC Leadership was called to support DCHI during a transition phase towards a leadership style able to mix a strategic and people development approach.  Even though the operational teams were showing a good internal climate, the strong “command and control” managerial style, together with a lack of people management focus, had provoked throughout years a low level of initiative, ‘executor-attitude’ in people.

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