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Performance and Risk Readiness

What was the issue?

The client's reputation had been endangered and their governance practices brought into question. The board recognised that although the corporate vision, mission and values were very public, they were not understood or aligned with many individuals' own personal values within the organisation. Moreover, the company culture did not lend itself to the transparency or openness necessary to achieve corporate governance standards. It was felt there was a need for creating new language and behaviour through coaching and enabling a co-coaching culture within the organisation.

What did we do?

At the request of the global board, we rolled out a coach-mentoring programme throughout the organisation that ensured alignment of personal and organisational values, self responsibility and the development of a transparent culture. We used a range of behavioural techniques and 360 degree feedback assessments to coach 100 senior managers over a three year period. Having instilled a coaching ethos within the organisation, those managers have since co-coached 500 plus other managers within the organisation.

Running alongside the coaching programme, we utilised our considerable strategic consulting and facilitation background to develop an early warning system of emerging risk for the client.

What was the outcome?

By the end of the three year project, significant improvements were measurable across the organisation against all the programme objectives. For example, awareness of the company's values, ethics and vision at all levels of management had increased from 30% at the beginning of the project to 75% at its conclusion. Moreover, the level of alignment of personal and organisational values had risen from 36% to 80% in the same timeframe.