Public Sector & Not for Profit
Public Sector & Not for Profit
We have had a strong commitment to the public and not-for-profit sectors since the foundation of the company in 2011. We have provided Pro Bono coaching and donated 1% of our profits – initially to Broadway a homeless charity more recently merged with St Mungo’s. One of our earliest clients was the London Legacy Development Corporation where we undertook some critical projects for the CEO.
More recently we have worked with a number of Housing Associations at Board and Executive Team level focusing on strategy, senior team coaching and leadership development. We have worked in the Care sector in England and Scotland working with the leadership of a leading fostering and children’s residential care home provider and with a care services provider. Our work has included the development of a values framework linked to management and leadership within the business. We believe the Care Sector should not be about a race to the bottom, it should be focused on quality of care based on sound values and principles.
Our client, a provider of Care Services, was keen to develop a values-driven approach to business. Values that underpinned the care delivered to clients, values that underpinned the management and leadership of people and values that attracted, motivated and retained the right carers for the organisation.
We worked closely with the Managing Director of the firm to involve managers, supervisors and staff throughout the business in the development of the values through surveys, workshops and facilitated meetings. The final set of values was distilled by the leadership team from the views and contributions of employees particularly the front-line carers.
The values were shared with the employees through workshops lead by the Managing Director and then used to underpin the recruitment, induction and performance management processes. Turnover was reduced by 10% in year one. The culture was transformed from a top down organisation to a collaborative approach to business.
The Chief Executive of a housing group in the north of England, made up of 1000 employees managing 15,000 homes, asked us to design a team development intervention that would achieve sustainable changes in levels of collaboration and team-working producing real results, in an increasingly difficult and demanding context, and at an affordable cost for a not-for-profit organisation.
The solution was a 12-month team coaching programme based on Lencioni’s ‘Five Behaviours of a Cohesive Team’. It included a series of 1- and 2-day offsites with equal focus on building more cohesive team behaviours and achieving the team’s strategic priorities and business goals – focusing equally on ‘the what’ and ‘the how’.
A high profile public body was seeking to integrate four disparate organisations who had come together to work on the next phase of a multi-decade initiative. Each organisation had its own distinct culture and values and way of working and the new CEO was seeking to fully integrate the teams and create a new purpose, culture and values for the combined organisation.
Our initial approach was to gather feedback from all staff to understand what was going well and what was not; what they wish to bring forward from their previous organisation and what they wished to leave behind and how they saw the future for the new combined organisation.
This feedback was presented to the Executive Team and formed the basis for creating the new purpose, culture and values. This was underpinned by a new appraisal scheme and a leadership development programme.
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