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Leadership development

1.   A FTSE 100 banking and insurance group.

The client requested Hilary to work with a highly technical team that for a long time had been leaderless, without a role model and with no history of individual, or team, development. In addition, the team lacked a commercial wherewithal, sometimes defaulting to more intellectual, but un-remunerative, activities, partly the result of it having a Group, rather than functional, role. 

Hilary devised and delivered a series of workshops, accompanied by individual coaching sessions, during which the team members were assessed and encouraged to recognise, and understand, the need to be accountable and adopt a more commercial approach. Individuals were then equipped to act accordingly, and in so doing they developed a sense of purpose, as their roles were put into context in respect of (global) product development. Over time, the individuals have became more rounded, evolving into confident, effective leaders with their own leadership styles, and better able to add value by influencing the front line business divisions, proactively identifying new opportunities.

2.   A software development company.

The client’s entrepreneurial founder of asked Embrace Success to help him devolve his leadership responsibilities to his executive team (of 12 people). This team, however, was unused to exercising such powers, and were further distracted by loyalty issues catalysed by the company’s corporate owner (a world-leading gaming company) that itself was undergoing ownership speculation.

Hilary adopted a workshop approach, spread over a number of months, concentrating on developing the team’s decision making and communication skills, clarifying the roles and responsibilities of each individual and developing the team as a unit, partly to eliminate rivalries.

The team is now moving forward as a more cohesive unit with the founder now much more comfortable with delegation.