Case Studies

Click on a Case Study for more details:

Professional services firm, Kenya – achieving a BHAG.

Challenge
The firm seeks to double turnover within 3 years. This is truly a big hairy audacious goal. The managing partner realises that doing the same things will not deliver these stretch targets. He realises that his leaders need to engage and empower people to deliver breakthroughs in performance by instilling a coaching culture.

Approach
The process starts by engaging two of the partners as guinea pigs to test the impact of coaching. The two partners are already shifting style and getting tough feedback on what behaviours need to change.

Outcome
It’s early days but there are signs of progress the Managing Partner says “I couldn’t impose this process so I’m delighted that our top team has embraced this as the way forward”.

Transportation Company – shifting mindsets

Challenge
A talented female leader coming off a development program at Insead sought to move to her next level. This required shifting attitudes and behaviours.

Approach
She obtained feedback that was amazingly positive. This was a revelation “I never realised how well people regarded me and this gives me the confidence to move up”. However, the main barrier to her progress was a negative self image. We taught her a series of strategies to manage her thoughts and feelings.

Outcome
Within a few months she was promoted to GM.

Sales person, health food company – breakthrough in performance

Challenge
A sales person’s performance had plateaud.

Approach
Out of coaching she identified a stretch target. She could only achieve this by empowering her people. This she did by, in turn, setting stretch goals with each of her managers and agreeing a performance based reward.

Outcome
Within a few months she’d literally doubled her turnover. She joined the “millionaires club” and this was celebrated by an event at Emperor’s Palace.

Mobile phone company, Nigeria – developing mission and values

Challenge
We were brought in to facilitate a young rapidly growing firm in developing a mission and values to unite a set of acquired businesses.

Approach
We do that through a three day event with the top 15.

Outcome
The team develops a set of values that are simple, exciting and serve to align and unify the team.

Pharmaceuticals Company – high potentials program

Challenge
The company wanted to fast track its young talent.

Approach
We coached the brightest sales reps as a group over a year. These culminated in presentation to the CEO of what they’d learned, how this had been applied, and where they wanted to go career wise. The CEO was blown away by the presentations.

Outcome
The uplift in their performance was impressive – several of the group won awards for their results. 1/3 of the group have been promoted and the HRD is delighted.

FMCG company – from functional specialist to GM

Challenge
The sales director was promoted to GM. He participated in a leadership program at Insead and as part of the follow up he was encouraged to find a coach to ‘enable him to lead at the next level’.

Approach
Coaching enabled him to understand his current leadership style (coercive) and move to a more empowering style. We facilitated a highly participative strategy and implementation process. This created a much more empowered culture.

Outcome
The leader developed rapidly and was soon so highly regarded that he was head hunted to lead a turnaround project in another part of the business.

Financial services business – coaching the CEO to turn around profitability

Challenge
Over a short, focused period of coaching the CEO identified his priority as turning around poor profit performance. Initially his approach is coercive – he tries to bully individual team members into performing. This does not work.

Approach
Through coaching he realises that a better way forward is to get the team together and engaging them in creating a plan that they own.

Outcome
As a result the firm quickly gets back on track with hitting its profit goals.

IT company – fast tracking a BEE appointment

Challenge:
The firm wanted to fast track its young BEE talent so that the company can complete in a market place that expects and requires transformation.

Approach
We coached the young executive, did psychometric profiling to improve team work, turned around limiting beliefs.

Outcome
The young executive has been promoted rapidly through the ranks and is now the HRD.

Executive Coaching - IT Company

Challenge:
The GM engaged the coach to find out if there were ways to improve his effectiveness and discover whether he needed to make any shifts to his leadership style.

Approach:
Feedback from an in-person 360 degree assessment revealed that the leader was too hands on and needed to step back and become more strategic. Through coaching he identified his high value adding tasks and learned to delegate the rest.

Outcomes:
Developed a vision for the business and a set of values.
For the first time he shared the vision and values – this was welcomed by the direct reports – and this has provided a new focus and clarity to the business.
The GM has learned to step back and take a more strategic view and he is now growing a COO to take on even more of the operational load.
The business has increased in growth and is now one of the top performing businesses in the group.