Download Report

Case Studies & Testimonials
CASE STUDIES
Here are a few examples of the types of work I am engaged in. This is only a small
sample as each client has diﬀerent needs and expectations and the approach is always
tailored to meet the clients unique circumstances. Where appropriate Lloyd~Williams &
Associates also engage experienced colleagues who form part of a trusted family of
Associates.
Executive Coaching* of a Vice Chancellor of an University.
The client was facing a challenging time with the senior management team. Over several
coaching session I developed a safe place where the client could comfortably explore all
aspects of leading the team and institution. By looking at issues and approaching their
resolution in a practical way I became a Trusted Advisor. We had tough and direct
conversations, as this is my style, and then we would work on how the client might
progress through these to a satisfactory conclusion. We always ended session with two
outcomes: a commitment from the client to reflect on a significant issue and practical
action.
(*I hold the Institute of Leadership and Management accreditation for Executive
Coaching and Mentoring).
Email [email protected]
Telephone 07973 676 176
Creating a Team and Customer Charter for a Human Resources Team
Following a detailed diagnostic with the client it was acknowledged that the current
service was not fit for purpose in terms of delivery, impact and reputation. The result was
a decision to reconfigure the service and recruit new team members. When the new
team were all in post I was asked to lead them in two pieces of work - the creation of a
Customer Charter and then a Team Charter. First I designed a questionnaire that was
sent to the team and their customers to seek their views on service standards and
added-value to the business. Then, with the client I designed two away days several
weeks apart. During these events I engendered open and honest discussions about the
'elephants in the room' that we're getting in the way of the Team achieving its success.
The first event was spent analysing the data from the questionnaire after which I
facilitated a day that secured a set of actions for services improvement and great
customer relationships. This then became the Customer Charter. The second event
developed a Team Charter that focused on values, beliefs and an agreed behavioural
contract between the Team. The reputation of the HR function was soon transformed
and it was seen as a role model within the organisation. Facilitating two away days for a Corporate Board
This interesting brief was a recommendation from a Bank. The Bank had been
approached by a new company to increase its borrowing. The Bank was supportive in
financial terms but were less convinced that the Board was in the best place to move
the business to the next stage were they to receive additional funding. I had several
face-to-face conversations with each Board member and it became clear that they were
avoiding having the depth of debate they needed to have about their respective roles on
the Board, their added value and agreeing the strategy for growth. My role was to help
them have the conversations they needed to have by creating a safe place for them to
have the important and essential conversations. At the Board away day I fed back my
Email [email protected]
Telephone 07973 676 176
summary of the interviews as a diagnostic picture of the 'here and now'. This was
discussed at length and I drew in Board members who were avoiding the conversation. I
used a semi structured format for the two days as I was clear that the purpose was not
to teach the Board but to enable the development of their skills and ability to have the
conversations they needed to - in an eﬀective and timely manner. Over the two days
there were challenging exchanges but these were respectfully dealt with to the extent
that the Board fostered a much better sense of unity, direction and purpose. The
outcome was a re-focused medium term strategy that then resulted in a sharper
business plan. The brief was a success as the Bank agreed to the borrowing. Twelve
months later the business had grown to the extent they needed more funding for a new
innovation that looked to be a major market leader. The client Board recognised that the
time spent on the away days were an essential part of their success and commissioned
further work to develop their skills in governing the business.
Designing and delivering a Senior Manager Leadership Programme
A short piece of diagnostic work showed that a number of Senior Managers required
development in both leadership and management skills to meet the challenges of
organisational change. A bespoke programme was designed, including the
development of key skills such as problem-solving, having diﬃcult conversations,
managing uncertainty and power in oﬃce politics. Other modules focused on more
practical skills including project management and eﬀective operational management.
A 360 º assessment was used at the start and end of the programme to measure
impact. With the aid of trusted Associates, a work-based project was included that
secured the eﬀective integration of the skills developed into practical business
outcomes. The clients reported that delegates were noticeably diﬀerent at work as they
demonstrated a more active leadership, used creative ways of addressing challenges
and no longer avoided diﬃcult and awkward conversations. The programme is being
repeated as the client recognises the intervention is resulting in the desired cultural shift
in their business. Email [email protected]
Telephone 07973 676 176
Courageous Conversations and Culture Change - a journey of transition
The client had received regular feedback that the service they were managing was failing
to meet the business needs and those of the external customer. I was asked to help
them address this and started the process by triangulating the feedback using
qualitative diagnostic methodologies. It was soon clear that a significant reason for the
poor service was the cultural issues between team members, their views of each other
and how they spoke to each other. Essentially the staﬀ worked as small units and not as
a team. They did not operate in a unified way towards shared goals and objectives and
more worryingly they viewed their customers as a nuisance. Recognising that giving
training in customer services would only give a temporary fix at best, it was agreed that
a more sustained improvement would be best served with a series of layered events.
These would look at team and individual behaviours, team charters and customer
promises. The spine for the work was a need to address how the teams could have a
better way of simply talking to each other, handing work over and being positive and
welcoming to the customer.
The first stage in the programme was devoted to the leadership team. Using an activity
based creative thinking workshop they spent time considering the wider strategic goals
of their service as part of the overall business. The same approach was then adopted
with the operational teams. Part of the second stage was a direct and challenging
workshop about having Courageous Conversations. I reflected back to the teams
examples of poor conversations, inappropriate use of language, behaviour and attitudes
that they used with each other. To aid them in having more productive and honest
Courageous Conversations, the framework of Transactional Analysis was used as a
means of understanding personal power on others. The impact of the workshops was
exceptional. The teams fully engaged in reflecting on their own language and behaviour
and the impact this had on customer relations and their reputation within the business.
The workshops gave the teams a framework to have Courageous Conversations and to
make them Great Conversational events. The workshops were challenging and tough
but had significant positive outcomes. This kick-started a culture change journey that is
Email [email protected]
Telephone 07973 676 176
still underway and with my support and that of my Associates, is going well - according
to the client and their customers. Governance advice
As a result of a career in the legal profession in large corporations I am often asked to
advise on matters of corporate governance. The work is primarily as a subject matter
expert and lead advisor or report author. The breadth of work is very varied and
includes Institutional Governance Reviews (IGR) when there has been a systemic,
procedural and/or employee failure. This tends to be in the form of a report and
presentation as a result of interviews and/or a desk top analysis of chronologies, reports
and policies. The aim is to give a reflection on why the failure happened and what needs
to be done do to stop it happening again. This is a 'lessons learnt' form of report.
Inevitably, such pieces of work are sensitive organisationally, politically and publicly. My
career as a Solicitor has required me to engage extensively with elected politicians. As a
result, managing the landscape of internal and external politics of an organisation or
corporation are very familiar to me. Email [email protected]
Telephone 07973 676 176
TESTIMONIALS
Goldsmiths has been undergoing a significant change programme over the
course of the last year. This has involved cultural change, structural change,
and a review of our governors' engagement with the institution. Philip has
been a significant contributor to making our change programme successful
through his creative and engaging workshops, his ability to cut through to
the issues that matter or block progress, and his willingness to tackle the
taboos. His personal style and excellent inter-personal skills have made a
potentially stressful and diﬃcult process manageable, managed and
successful. He has been a great asset to us and I would recommend him to
anyone who is looking for impactful consultancy and demonstrable results.
Liz Bromley, Registrar and Secretary, Goldsmiths, University of London
Coaching through Philip proved invaluable because it encouraged me to try
out diﬀerent approaches in style at work, especially while implementing
particularly diﬃcult changes. I would highly recommend this focused,
business-orientated tool; Philip is supportive, no-nonsense, and always has
the organisation's interest at the heart of the sessions, which is why I feel
they've been successful. Thank you!
Ellen Tsang, Head of Operations, HR, Goldsmiths, University of London
Email [email protected]
Telephone 07973 676 176
I have worked as a Freelance Management Consultant for 16 years
specialising in Cultural Change Activity and Strategic Values and Behaviour
work. I have worked with Philip at four diﬀerent Organisations. Philip is the
only person at a Senior Manager level that I would actually consider giving
up self employment work and working for him. There is nothing else to be
said really is there? If you want to make a diﬀerence in your organisation:
use him!
Tanya Leslie, Owner, Bradbury Beatty Central
Philip has been engaged by the Institute of Local Government Studies
(INLOGOV) at the University of Birmingham on more one occasion as an
expert speaker for postgraduates and senior local authority seminars.
Drawing upon his doctoral research into the role of local authority oﬃcers as
'local democracy makers' and their ability to facilitate and support local
democratic processes. Philip gave our participants with a very refreshing
and engaging perspective of local government - often challenging their
preconceived notions. More importantly, his style is engaging and
personable proving that is he is a more than capable speaker.
Dr Philip Whiteman, INLOGOV, Birmingham University.
References from current and previous clients are available, please get in touch.
Email [email protected]
Telephone 07973 676 176