Board Development

Context
Komfort had just gone through a transition stage where one of the main group board had taken responsibility for the changes. Moving the manufacturing site to a new location, integrating new cultural practices into the ways of working that were more customer and people focused. The main board director recruited a new senior leadership team and a new MD before stepping away on to other new projects. Natures Coaching had supported the recruitment of the MD and also the development of the new culture, implementing team leader development that supported the new culture.
We were then asked to work with the new senior team after they had been in place for 6 months and tensions were appearing with the management styles that were round the board table.

Approach
Initially we got a good update from members of the board and the group HRD what were the key issues and challenges within the team, we designed a bespoke solution, integrating individual development and team development through a coaching approach. Comprising of the following;

• Initial individual diagnostic conversation with each individual against the High Performing teams model used along with individual feedback from their Hogan profile helping them identify their individual areas for development and getting a better understanding of what would be helpful to focus their attention on as a team
• The team then got a set of individual coaching sessions giving them space, time support and challenge to work on their individual development areas.
• Along side this a set of team coaching interventions were taken, with the initial one feeding in the data form the diagnostic conversations helping the team understand differences and clarify together what the key areas of focus would be for the team coaching
• Follow on team coaching sessions focused on the aspects that the team had identified.

Impact

• Relationships between members improved making them more collaborative
• Trust levels increased between members, team members were more supportive of each other’s area
• A clear vision and strategic plan was developed with key strategic milestones – a plan on a page
• A set of values and behaviours were developed reflecting the group values, ensuring that they were relevant and clear to this aspect of the business
• Feedback through the internal cultural survey increased in the feedback around the senior team
• The senior team were now clear about the future and the way to achieve it
• Financial results increased