Supporting the Exec Team of Evian and Volvic UK through team and one to one coaching, focused on exploring and understanding the dynamics of the team, agreeing leadership behaviours and working on individual priorities and challenges.

One to one coaching with senior leaders in the organisation in order to develop clear career goals and support transition into new roles.

Supporting the development of future ‘big leaders’ through one to one coaching as part of a wider global development programme. The coaching focused on personal barriers to growth, perfectionism and self-compassion.

Developing Partners’ ability to coach, develop and challenge their people so maximising motivation and performance across the firm.

Helping senior leaders at Panasonic explore their personal and work-related challenges in order to progress in their careers.

Helping senior leaders design an event where the focus was creating a dialogue between all people at Manpower, and showing that everybody has expertise to bring to the process. It was about working together, not against each other.

Fast-moving, interactive workshops exploring and overcoming Imposter Syndrome, helping high achievers gain greater confidence and self-awareness.

Focusing on strengthening relationships and respecting and valuing strengths of leaders at Hexagon Housing.

Bespoke programme designed to develop self-aware leaders who are able to inspire, motivate and empower others.

Delivering lively and engaging workshops designed to build Area Managers’ confidence and allow them to practice having difficult conversations and giving feedback.

Creating commercially aware leaders, who are able to inspire and engage people in the WCC vision, influence at the right levels and drive a challenging and business-like approach.

Delivering bespoke people development from graduates to directors, giving delegate the skills and self awareness needed to lead at each level in the business.

Shifting leaders’ mindsets from an operational focus to a more strategic focus, providing the skills and knowledge required to lead and drive and manage change in a VUCA world.

Delegates are now managing staff and contractors more effectively and are demonstrating excellent leadership behaviours. Fewer problems are being experienced on construction and project sites and leaders have a greater understanding of the impact that they have.

Improving understanding of self and role of the leader and learning how to make effective decisions under pressure.

Exploring values, beliefs, motivation, trust and bias to help 23 senior leaders to understand their own and others’ responses to conflict and managing performance.

Enhancing delegates’ ability to communicate effectively, increasing confidence to have challenging conversations and improving motivation and engagement.

Exploring the neuroscience of emotions and helping delegates to use emotionally ‘clean’ language in order to improve communication and relationships.

As a result of the programme, one delegate’s team were identified as the Top Sellers in the department and had a 10% improvement on their agreed targets.

Synergy Health’s leadership team are now saving £65,000 due to improved communication, enhanced trust and more effective project planning.

Developing graduates’ self-awareness and leaderships skills in order for them to positively influence others.

Improving self-awareness leading to more open, challenging and courageous conversations. Increasing trust and engagement, and creating relationships that help, rather than get in the way of, achieving business goals.

Helping new leaders recognise their own strengths and weaknesses and learn what good leadership looks like in order to improve cross-team communication and build trust and collaboration.

Developing senior leaders, preparing them for Director level positions, by improving their commercial acumen as well as their confidence and leadership skills.

Working with the top 50 leaders in the organisation to enhance their behavioural flexibility in support of embedding a new organisational culture.

Facilitation of Board Strategy day in order to keep Board members focused, on time and answering the key questions. Acting as Chair in the Board meeting to allow the CEO to focus on content and challenge.

Exploring problem-solving at a departmental level with the whole department taking part in an innovative virtual space to understand the behaviours needed when working remotely to solve ‘wicked’ problems.

Senior leaders from across the organisation came together in a series of workshops to have a deliberately challenging dialogue about what diversity and inclusion meant for them as people leading the organisation into its next phase.

A team coaching programme with the management board over an extended period to recognise existing patterns of team behaviour and identify new ways of working and deepening relationships.

An exploration of the new remote working culture needed for senior leaders in the organisation to ensure they could role model the right values-based behaviours. A virtual team coaching approach to surface existing challenges.

The senior leaders from the organisation came together for a large launch event for their new behavioural charter. Space was created to explore what that would mean for each of them as authentic leaders moving forward and role-modelling the new organisational culture.

A graduate programme designed to explore authentic and practical leadership in a challenging environment.  This programme combined opportunities for hands on leadership experience with moments of personal reflection and storytelling, particularly focusing on the importance of trust and emotional understanding within high performing teams.

A preferred supplier for coaching, working with various senior leaders across the organisation focused on a rage of topics from career aspirations, to mental resilience, confidence and greater leadership impact.

A co-created behaviour led technical leadership programme to help senior engineers unlock their behavioural potential to increase efficiency in decision-making, innovation and problem solving.

The senior leaders in each production facility came together to understand the specific culture and behaviours that existed at their plant and how that influences the style of communication used between colleagues.

Bringing together the Technical Department through a series of workshops to explore having more impactful conversations, delivering feedback effectively and understanding the role of values in relationships.  Practical, experiential and designed to challenge delegates to step out of their technical comfort zones and engage with the behavioural aspects of influencing and relationship.

Bringing the senior team together regularly in a confidential and challenging space to explore relationships, priorities and dynamics within the team.  A combination of team and individual coaching to surface tensions and work on individual and team effectiveness, as well as supporting the transition between CEOs.

After a review and restructure of development at all levels, Farscape designed and developed programmes for senior leaders and developing leaders, which have continued to run over multiple cohorts.  The senior programme was focused on raising senior leaders’ ability to influence at a more strategic level and have greater personal impact.  The developing leaders programme was focused on building confidence and competence in early leadership.

A detailed diagnostic for the CEO exploring leadership and culture within the organisation.  This involved interviews and coaching conversations with members of Board, Sub-Board and High Potentials in order to identify cultural issues and leadership development priorities.