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Case Studies

Don't just take our word for it. Take a look at some case studies from line managers who have worked with Abintus to achieve growth, change and progress.

Utility Company Case Study

The Requirement

To develop line managers’ core leadership and commercial competencies. To lift line managers’ awareness and skill levels.

Each of the company’s line managers needed to:

  • Move up one competency level across bronze, silver and gold during the coaching phase
  • Achieve a consistent ‘gold’ level across all competencies three months after the end of the coaching

What We Did

  • Supported line managers to examine their own behaviours and responsibilities
  • Identified ways to bring about change and personal growth across competency areas

The Outcome

  • Each line manager developed an agreed plan to enable them to achieve a ‘gold’ competency level
  • There was an average of 74% stepping up of at least one level across the three competencies

Other tangible results of the coaching included:

  • Initiation of a business efficiency project
  • Improving relationships between leadership team and line managers, initiated by the line managers
  • Increased autonomy and self sufficiency

Feedback from coaches included:

  • "Helped me to find my ‘mojo’ and re-engage"
  • "Clearer path to understanding what I need to do regarding influencing the business"
  • "Helped me create more linear and separate thought processes, untangle them"
  • "Sessions allowed me to explore what leadership means for me and how change impacts upon me and team"
  • "Clarity on what I think, forcing me to challenge my perceptions"

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Charity Case Study

The Requirement

  • To work with a new line manager to develop their personal resilience around managing the expectations and needs of team members
  • To develop approaches to work with stakeholders more confidently

What We Did

  • Identified and explored perceptions around what ‘difficult’ was to the coachee.
  • Used real scenarios for the coachee to explore and develop approaches and actions
  • Encouraged them to seek feedback from stakeholders and also to reflect on their own performance.
  • Helped the coachee develop a systemic mindset to themselves, situations and people and use this to influence stakeholders.
  • Encouraged the coachee to source a range of tools to draw upon when different situations arose.

The Outcome

  • The coachee became more self-sufficient in being able to confidently analyse situations and people and determine the best approaches, behaviours, language and tools to use, to give them the outcomes they sought.
  • They were now able to look at each situation in its own context, examine their own roles and responsibilities and how to use own abilities to influence stakeholders.
  • Increased ability to reflect on their behaviours and actions and use this to continually learn from.

Feedback from the coachee included:

  • "I used to get worked up and felt that it was my fault the situations happened and...it knocked my confidence in other areas too. Now I look at situations very differently. There are multiple cogs in a situation and I am but one."
  • "Increased confidence in delivering messages in an effective way for me. Now I believe in myself more. The more I see happen the more I feel I can do it."
  • "Increased assertiveness in pushing back and getting balance right for me."
  • "I seek regular feedback from all of my stakeholders which is reinforcing my self-belief and feelings."

Governing Body Case Study

The Requirement

Abintus were approached to work with the CEO of a national industry body following feedback from their chairman. The focus of the assignment was to explore a number of areas including relationship development between the CEO, the chairman and the board, understanding them as stakeholders and taking into account their needs and influences.

  • To consider the structure of the CEO’s team.
  • To focus on how the CEO could maximise the performance and outputs of their team.
  • To develop their own leadership style and behaviours.

What We Did

  • A number of coaching sessions to consider individual areas.
  • A key focus upon understanding the systemic nature of all the individuals (Chair, Board and CEOs team) and how that informed the CEO’s understanding of individuals and their needs
  • Examination of CEO behaviours – those congruent, those missing and those they might not even be aware of which could help or hinder relationship development
  • Exploration of CEOs team, structure, set up, roles and responsibilities.
  • Developing a picture of how the CEO wanted to see their team in 12 month’s time, how they would be working, performing and relating to each other. We used this to identify what plan and steps they needed to put into place to achieve that future state.
  • Consideration of the CEO’s personal behaviours and how they might be contributing or enabling certain behaviours in their team and the impact this might be having.

The Outcome

  • The CEO developed a broader awareness of themselves, their key stakeholders and team.
  • CEO was able to stand back and be less subjective. They were able to consider other views of the world and individual biases.
  • The coach was able to identify key actions to develop and manage relationship with the Chair and Board - to take a much more holistic approach in considering their agendas, needs and experience.
  • Coachee was able to use this to shape their language, behaviours and reporting.
  • More focus on the CEO ‘extracting’ themselves from the team to make them more self-sufficient and free up more of their time. Also to develop a plan for team development and improving team relationships.

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