Coaching

Case Studies:

1

I coached the manager of a housing care and repair organisation for four years as it expanded from 4 staff to 20, initially fortnightly then monthly. The manager was new in post so at the beginning we concentrated on her self-esteem and assertiveness in handling the staff and her board. As she grew in confidence we set goals for the organisation’s growth and examined how to manage that, both internally and taking account of the wider environment. We looked at her time management. I helped her clarify the roles and tasks for new members of staff, and identify the gaps. When conflict reared its head, we looked at how to tackle it bearing in mind her values and preferences.

2

An architect was considering setting up her own business from her home sharing an office with her husband. Her Myers Briggs profile revealed that networking to establish a client base and promote her business would not be activities which she could comfortably undertake on her own. In addition the profile suggested she would probably feel “swamped” by her extravert husband. She decided, quite happily, to continue with her employed post where her architectural skills could flourish with the support of the firm for whom she worked.

3

The highly creative director and founder of an arts development agency felt confused about both the direction of the agency and her personal direction. In addition she felt overwhelmed by the volume of her work. We spent several coaching sessions over 6 months clarifying her personality profile, her stressors, and her values. We looked at time and project management, and delegation. I facilitated a process of clarifying direction for the board and staff team, which culminated in structural changes. The director made a, by now, informed decision to release herself from the agency, allowing both herself and the agency to grow.

4.

I introduced a coaching programme to a large care home organization by coaching the second tier and training and supervising them to coach their reports, and cascading the coaching process down through the organization. This was in line with the expressed wish to undertake staff supervisions in a more empowering way, through using people’s strengths.