Recently we undertook a leadership program, coaching succession candidates with our client in the infrastructure sector. The program included one on one coaching sessions on a regular basis over nine months. We worked through each individual succession candidate’s requirements. In addition group sessions were undertaken monthly to expand on our individual coaching discussions and shared professional skills under focus.
Coaching succession candidates adds value
Reluctantly, the organisation was required to consider redundancies at this time. 35% of the workforce were let go towards the very end of our coaching program. None of the high potentials were made redundant. However, as you can appreciate, they required support through this period. They were also directly impacted with change in roles and promotions as a result of the organisational changes.
Discover yourself in order to better understand others
In terms of the take outs from the coaching succession candidate program, within both the individual and group sessions we explored communication styles and used the MBTI personality styles. This starting point proved to be invaluable to stretch their appreciation of how they should best prepare for difficult conversations and meetings across the organisations. It also highlighted to them the potential impact their style may be having on others.
Provide structure to the discussion to enable better outcomes
We utilised the GROW model, designed primarily for coaching and developed it as our meeting format. Through demonstration of how the model works on an individual level of coaching, we then expanded the model to our meetings together.
The GROW model supported their focus to:
- agree a Goal for the meeting,
- to briefly whiteboard the Reality of the presenting problem, and to
- work openly on Options to be considered for resolution of the issue. We expanded each of the Options using SWAT analysis both individually and in small groups depending on the size of the meeting. The Goals of our meetings were realistic in determining what could be achieved in the time allocated.
- Our Wrap up outlined the next steps and responsibilities.
Invite stakeholder engagement in the process
The CEO was requested to provide pressing organisational issues for discussion. These discussions required recommendations from the group as to how the organisation was to respond to the issue.
Succession candidates responsible for outcomes
In order to develop the individuals in meeting management (given none of the high po’s had direct reports) we rotated the chair for each meeting. We utilised the GROW model to keep the development of Options on track. Once the SWAT analysis of the shortlist of Options was agreed, we invited the CEO to sit in on the discussion as they presented the recommendations for his consideration to determine next steps (Wrap up).
Through its simplicity and focus, this program proved to be invaluable development of a second tier think tank for the organisation. It provided the CEO with extraordinary insight on what the impacts and options he needed to be aware of. The succession candidate group developed personally, and professionally through a very difficult period and the organisation is much stronger for the investment.
