3D - Demonstrating Business Impact

Case Study 2

1D Diagnosing Leadership Capacity: We were asked to conduct an Employee Survey by the board of a plc to identify strengths and weaknesses in their leadership of the organisation, as well as those of middle and senior managers. The organisation was going through a major change and about to introduce more and so we also included a survey on Change Management. Key areas that the surveys of approximately 500 staff showed were:

• Strengths: Clear vision, purpose and mission for the company; strong focus on the quality of the product shared and demonstrated by all; people felt proud to work in the company; people believed there were opportunities for development and growth – but only in certain areas.
• Weaknesses: Staff felt that they were undervalued (in contribution not monetarily); people were unaware of their individual strengths and weaknesses and were not confident how they could contribute to the changes being effected, certain areas of the company felt that there were no opportunities for development and growth. Staff turnover in these areas was also 4.6% higher than in other areas. People did not feel their future was secure with the organisation.

Matching these results to the 3D Leadership Model^©, It was clear from the survey that Defining a Leadership Vision was effective but that Developing Leadership Skills needed some fine tuning and the third stage, Delivering the Leadership Goal needed to be addressed.

2D Developing Leadership Capability: Using the 3D Leadership Model^© we designed an interactive three day Leadership Workshop for all of the Board. This included working with them to understand the model and to see the work they had already done on Defining a Leadership Vision, spending time with them as a team so that they – and the management in the organisation - could be clear on what behaviours were needed from staff (Developing Leadership Skills). This was followed by work on the skills required to Deliver the Leadership Goal – effective feedback, motivating and coaching and identifying how they were going to encourage and measure these areas within the organisation. The third day was spent introducing organisational and behavioural Change models so that the Board could plan further actions to make the changes they were introducing more effective.

3D Demonstrating Business Impact: Due to the scale of this project we took a two-step approach to this area. Firstly we got the team back together for a Group Coaching session 4 weeks after the Leadership Workshop to discuss what had been done collectively and individually and what initial impact they had noticed. Secondly we conducted repeat Employee and Change Management Surveys six months after the workshop. Key findings were:

• 73% of staff reported a "noticeable improvement" in feeling valued
• 68% of staff reported a "noticeable improvement" in confidence about their contribution
• Staff Turnover in the poorly reported areas had fallen to 2.9% above the other areas
• 45% of staff reported that they felt “confident” about having a future with the organisation.

We will be conducting another repeat survey one year after and look forward to discovering even more demonstrable difference.