Client Story

CONTEXT

This is a consultancy based in London. Founded in 2010, the company provides an agile approach to business transformation for multinational corporations, and pro-bono consultancy for not-for-profit organisations.

This young consultancy has successfully developed a strong company culture. As the company is growing fast, the directors wanted to ensure that their culture was not diluted as the company scaled up. shooksvensen was brought in to develop and run an ongoing training programme for onboarding and culture development, to ensure that the company’s culture thrived as the company grew.  

SOLUTION PROVIDED

To help them embed their culture and values throughout the fast-growing company, shooksvensen developed a bespoke training programme to meet their needs. The programme runs two to three times each year and is made up of four half-day experiential training sessions, attended over an eight week period.  

Each experiential session helps staff become more aware their current behaviours, preferences and values, and how they can learn to incorporate behaviours that are consistent with the company’s values, both individually and in teams. Through this programme, the company’s staff have been introduced to new leadership tools and have developed the skills to have difficult conversations, give feedback, manage stress and emotions, and avoid drama.

The training programme is backed up by retrospectives where a shooksvensen coach works with individuals or small groups on real situations to help embed their new skills. For example, working through a situation where relationships have broken down between colleagues, and helping people become comfortable in giving feedback.

OUTCOME/BENEFITS

This programme has given this group of analytical-minded staff the skills for emotional management and emotional intelligence, which has helped them build strong relationships with both teammates and clients, and ensured they are well-prepared for any difficult conversations that arise.

The company has been voted among top 5 in the Times Top 100 Small Companies to work for in 2018, plus they have been awarded the maximum of 3 stars for extraordinary levels of workplace engagement. Company directors report that this success and level of employee engagement is due in large part to shooksvensen’s work with them over the past three years.

Client Story

CONTEXT

The client is a 25-year-old global aid organisation with 5000 employees that helps more than 19 million people each year to recover from disasters, build stronger communities and find their own solutions to poverty. The organisation works across 42 countries, with a management structure set up locally within each country.

shooksvensen was approached to help them address two interlinked issues. Firstly, their managers had not had any management training before and they were seeking a cost-effective way to develop management and leadership skills across the whole global structure.

Secondly, teams and managers working in the field are prone to heroic behaviour, prioritising clients needs above self-care, often leading to burnout. This organisation wanted to ensure that the leadership skills development programme  was tailored to the needs of an aid agency to help staff better support themselves and each other.

SOLUTION PROVIDED

shooksvensen was chosen by this client because our programmes offer cutting-edge,  experiential learning approaches based on the latest thinking in neuroscience and systems thinking.

We worked in partnership with the organisation to develop a leadership programme with a foundation of neuroscience and a focus on their four key management practices that were designed to address their pressing needs of well-being and management capability.

The training was designed to be delivered in a video format, with detailed discussion guides provided, so that internal managers could watch the content videos with their team and together the manager and team would plan how best to implement their learning together, thereby ensuring systemic change and social support.

OUTCOME/BENEFITS

With its self-led video-learning format, this programme provided an inexpensive way to roll out training across the whole organisation, as it removed the need for external trainers. The strong underpinning of neuroscience provided a common language for staff to connect across 42 countries.

By using experiential team training, combined with a social learning approach to sharing learning, this programme helped local teams across the organisation to create powerful new team agreements, practice new behaviours together, and develop further internal good practice videos to share within and across teams.

Client Story

CONTEXT

The client is a global IT organisation that provides tailored innovation solutions in 40 countries. This matrixed organisation works across three industry verticals and three service lines, with members of the leadership team leading each sub-organisation.

A new leadership team had recently formed consisting of 12 executives.

This team brought together a new CEO, senior executives nearing retirement, new staff brought in from outside, and newly promoted executives who had not held leadership positions at this level before.

This group all prioritised leading those below them in their respective sub-organisations, but they had no focus on being part of a cohesive leadership team as a whole, and as a result, were lacking direction and coming up short on imminent fiscal targets.

With just a brief two-day coaching intervention, shooksvensen helped this new leadership team to shift from a collection of sub-organisations to a whole that works well together and creates successful ideas together.

SOLUTION

shooksvensen undertook initial brief interviews with each of the 12 leaders, followed up with a 2-day offsite team-coaching programme.

We used team coaching exercises to help the leadership team focus on two key areas:

  1. How do we move in the direction of being a team?
  2. What will our leadership team focus on as a direction?  

OUTCOMES / BENEFITS

As a direct outcome of this coaching, the leaders stepped up to more collective responsibility, the new CEO gave his executives more scope to lead independently, and the team started working well together having clearly defined their focus and direction. Two months after our work with them, they smashed their immediate end of year targets, and credited shooksvensen with contributing directly to that success.   

In the following months, this organisation saw a significant improvement in downline leadership, plus increased collaboration across the sub-organisations.

Client Story

CONTEXT

This is a coach training school that has been running for 40 years, based on the teachings of one of the founders of the coaching industry. As course style had not been updated in many years, this organisation felt that the teaching methods and content needed to be updated to remain competitive, and to continue to grow.

As a specialist in experiential group learning, Lori Shook, co-founder of shooksvensen, was approached to help convert this traditional course into a modern experiential learning format, and ensure the scalability and ongoing quality assurance of the programmes.

SOLUTION PROVIDED

Lori restructured these programmes in two key ways. Firstly she kept the company’s heritage tools and made them more experiential and fun, with a lot more live coaching practise for the participants.

Secondly, she recognised that the structure of the course was lacking consistency, which prevented scalability. The original programme had three levels that had little in common with each other and were often taught by external facilitators, each adding their own content. Lori upgraded the course content to create a consistent flow between the three course levels. The new version added more depth and personal development as well as more advanced coaching skills as the participants advanced through the three levels.

OUTCOME/BENEFITS

Lori’s adaptations to the company’s coach-training programmes ensured that these courses had both scalability and quality assurance as the company grew. Her adaptations of the company’s heritage tools into modern experiential teaching styles helped the company to remain cutting-edge and competitive.

Client Story

CONTEXT

The client is a global software development organisation that has been using team coaching for their internal specialist consultants in the U.S. As team coaching has been very successful there, they decided to expand the programme globally. shooksvensen has been brought in to roll out team coaching to similar teams in other countries, with an initial pilot across EMEA.

The project teams are rolling teams of three-five consultants who work with the company’s large client organisations for short periods, to help them create innovative solutions. Each consultant team comes together temporarily for a client project, then moves on to a new team for the next client project.

The problem facing the company was how to roll out this successful small, local pilot across a global organisation. shooksvensen is perfectly placed to provide a smooth solution to this complex problem.

SOLUTION PROVIDED

With its global network of certified, experienced team coaches, shooksvensen is in an ideal position to provide coaching support to teams around the globe. Ensuring support and supervision for all coaches, a quality assurance programme, and administrative support to ensure smooth running of all coaching, shooksvensen developed a detailed plan to help the company get started with a coaching project of this size and scope.

OUTCOME/BENEFITS

shooksvensen set up and ran a successful pilot across EMEA. On a resourcing level, the company has saved significant time, money and effort, by outsourcing to one centralised supplier.

Client Story

CONTEXT

The company’s Leadership development team, positioned within HR, found themselves struggling to hold their own against strong or pushy personalities —when dealing with both internal senior executives, and external trainers and coaches. This was preventing them from running projects and events to the high caliber they expected of themselves. So the team reached out to acquire the skills they needed to solve this problem.

shooksvensen was approached to help them develop their facilitation and people management skills. The team chose to work with shooksvensen, knowing that our sessions are always experiential, based in personal development, and focused on real-world situations.

SOLUTION PROVIDED

Team coaches from shooksvensen ran a two-day experiential session, focusing on two upcoming scenarios that had caused difficulties in the past: How to stand your ground when working with external guest coaches and trainers that hold a lot of power and often overstep their bounds; and how to manage strong-willed senior executives when hosting executive fireside chats, to ensure these events ran smoothly and on time.

Our two-day session focused on coaching the team to tap into their personal power, helping them to develop new perspectives and the ability to fully take charge of their programmes when working with powerful or pushy personalities. They were also taught specific skills to take charge appropriately and confidently.

OUTCOME / BENEFITS

This short but powerful programme had a deep impact on the team’s confidence and abilities. By embracing new facilitation and people management skills, and connecting with their own power, this talented HR team learned how to own their space, and own their programmes, especially when dealing with difficult personalities at all levels of power.

Client Story

CONTEXT

This company implemented a region-wide programme called ‘Step Up’, in response to an employee survey that showed many staff members felt dis-empowered and were waiting to be told what to do before acting, even when health and safety were at risk. This programme was designed to use video learning on key topics, followed by hosted conversations, to help staff discuss how to incorporate these new skills, and apply them in their local teams.

The company recognised that the programme was in danger of failing as the staff hosting the conversation sessions had no previous facilitation experience, even though many were high-level leaders in the organisation.

They sought shooksvensen’s help to provide train-the-trainer sessions for the selected Step-Up facilitators, to ensure the success of the country-wide programme.  

SOLUTION PROVIDED

shooksvensen provided a 1.5 day train-the-trainer session for Step Up facilitators from all areas of the organisation to rapidly upskill staff members with no previous facilitation skills.

These succinct sessions taught the Step Up facilitators how to move from telling people what to do, to hosting a conversation between their colleagues. In these fun and informative, experiential sessions the Step Up facilitators also learned how to role model the skills they were aiming to elicit in their programme participants.

OUTCOME/BENEFITS

This was a small project with a large impact. All those who took part in these short experiential sessions learned the skills and acquired the confidence to move from ‘teaching and telling’, to ‘hosting and facilitating’ group conversations with their colleagues. This ensured that the Step Up Programme was successful.

Client Story

CONTEXT

This company was seeking an affordable way to provide neuroscience-based leadership development for their mid-level managers across the UK.

Having recently invested in a series of leadership retreats with a neuroscience focus for their senior executives, the organisation was keen to find an affordable way to roll out leadership development with a similar focus for all mid-level managers as well, to ensure that all management was aligned.

shooksvensen was chosen because of our expertise in neuroscience-based leadership development and our commitment to developing bespoke training solutions that meet each client’s unique needs.   

SOLUTION PROVIDED

In developing this training programme, we were presented with a number of key challenges. With 1200 managers at three sites across the UK, factory-based managers were unable to take full days away from their roles to attend training.  In combination with this, two of the three sites were recently acquired from other businesses where staff had no previous management training. These new employees were not yet integrated into the company culture, causing communication and strategy conflicts between mid-level managers and factory supervisors.

To accommodate these challenges, we designed two-hour, bite-sized ‘espresso’ training sessions to fit around all managers’ schedules. Plus we co-created the content with the client company, to ensure that it was tailored to their industry, to be in alignment with the senior leadership programme, to address their current internal conflicts and to accommodate the learners with no prior formal management training.

OUTCOME/BENEFITS

By combining short espresso training sessions with individual coaching and support from practice buddies between training sessions, this unique, affordable programme gave 1200 managers the leadership tools and emotional management skills needed to keep factory staff motivated, manage conflicts between staff, give productive feedback, and minimise toxic behaviours in teams.  

By grounding the programme in neuroscience, all managers across the vertical, and across all departments, now had a common language and common understanding of human behaviour. Communication and interpersonal relationships significantly improved as a result.

Client Story

CONTEXT

This non-profit organisation created a new entity which absorbed a public function and it’s 1200 employees. Amidst political upheaval, many challenges in transferring public employees to a private entity and dealing with unions…

The newly formed organisation needed to get on its feet and establish a culture of its own separate from the heritage public and non-profit organisations.

The biggest challenge for the new organisation was to shift the previously embedded thinking that nothing-was-possible to a more agile, can-do attitude. The effort resulted in a strong culture clash that created hostility between various groups of employees divided by heritage.

shooksvensen was brought in to help the leadership team overcome the divisions, build trust and begin to establish a trusting, open culture where leaders from all backgrounds could speak openly to one another and move forward together.

SOLUTION PROVIDED

To help them address their culture clashes, we began with a survey about engagement and we interviewed all of the top leaders. We developed a programme to support the executive team and the senior leaders to understand their challenges, have compassion for the stress they were under, to create more openness and to build trust.  

The ten-month programme consisted of three in-person team coaching days supported by individual coaching, executive team coaching and small group conversations including small numbers of people from different heritage groups and different parts of the business.

Topics addressed along the way included contextualising change – having compassion for the amount of change they asked of themselves, addressing the interpersonal challenges that had been created by the acquisition and transfer of employees, in general creating rules of engagement for all leadership interactions, then establishing cultural norms and what “good” looks like that would be cascaded to the rest of the organisation.


OUTCOME/BENEFITS

The review (survey and interviews) at the end of the ten months showed that psychological safety had increased, leaders across functions and heritage were better able to communicate, people felt more empowered and able to be honest.

Some leaders were taking the initiative to work with their own teams in a similar way, creating rules of engagement, working with values and encouraging values and behaviours in their people.