From Individual Contributors... to Performance Coaches

Client Challenge

The client firm had experienced exceptional growth over the last few years, requiring similar increases in headcount. And as the number of the employees grew, so did the need to promote people into management roles. But most of these new managers were functional specialists who, without training in leadership, tended to revert to what they knew best, like meeting customers, or preparing budgets, or putting out fires. The executive team grew to realize this was an unsustainable situation if the company was to continue to grow and prosper - and that all managers needed (and deserved) to know how to inspire and develop the best in their team.

Q Approach

A 'learn and apply' adult education and one-on-one coaching approach to leadership development was taken.

Margaret began with meetings with the HR Sponsor and senior team to understand business and brand goals, culture and values, desired outcomes of the training, and perspectives on leadership and management. She also shared her recommended leadership framework and how each executive could support and model the learning journey. 

Margaret conducted a confidential survey with training participants well, to hear their strengths and learning opportunity areas directly. This also helped to build trust in the work.

She then designed a detailed training plan and curriculum, inviting further feedback from the Sponsor. 

Margaret then led a series of three training workshops, the first being a full day and the second and third being half days. The modules used were customized based on the consultations above and informed by her own expertise and experience. In this client's case, modules included Management and Leadership Basics, Assertive Communication, Performance Improvement and Acknowledgement, and Coaching Skills.

One month after the last workshop, and again a month later, Margaret facilitated one-on-one coaching sessions with each participant. Coaching gave them the opportunity to bring their own learning goals to the table and take better action on using the skills they’d just learned. Experiencing the benefits also made them more committed coaches to their people.

At completion, Margaret and the HR Sponsor discussed lessons learned and co-created a plan for on-going leadership development and reinforcement of the learning.

The Results

The middle management group had grown more confident and accountable performance coaches to their teams, scheduling regular one-on-ones focused on individualized development plans, as well as providing direction and growth opportunities in the moment. They were more likely to offer acknowledgement to those who exhibited strengths that the business needed, as well have the more difficult conversation that were put off in the past.

An employee survey launched three months after the training reinforced that all staff felt more engaged and that the workplace culture was shifting to one that invited and valued more on-going support, feedback and learning.