Stabilising after an exceptional period of rapid growth, the IOPC wanted to bring renewed priority to learning.
Through action learning, coaching, engagement work and leadership development, I worked with IOPC Board and key stakeholders on the agenda for change. The OD way of working brought results where traditional approaches hadn’t worked. A combination of enquiry and diagnostic, facilitated workshops, coaching, engagement workshops, feedback and advice to senior leaders brought credibility to the L&D agenda, professional expertise to the organisation, and got the new products to work. The techniques applied shifted the client in to new operating space, changing their lens.
“The project has opened the door to do more, and got the organisation to a point of shifting mind-set, to be open to learning and so the 70:20:10 model is now landing”
Through action research, IOPC challenged the status quo on learning and development culture. I engaged with the IOPC senior and middle managers to help shift mind set to a new learning culture that had been robustly communicated, but had blocks and barriers to landing. This included adoption of the 70:20:10 model, applying on the job learning with less reliance on classroom training as the only route to development. This change programme resulted in visible changes in the way people worked and the conversations they had. Talented leaders across the organisation are creating the culture change they want to see.
“One key thing that Clare brought to us was how she looked at things through a different lens. Over the six months she worked with us we saw changes in behaviour that we could identify as the start of cultural change. We could identify this as the start of change”.
I was then asked by IOPC to undertake an organisation wide cultural diagnostic, which resulted in the launch of a coaching programme.
“I have found this to be the most beneficial leadership training I have had in my career to date”.
The coaching resulted in leaders developing a new structure for difficult conversations, being more robust at dealing with poor behaviour, growing in confidence, improving strategic thinking skills, increasing resilience and confidence, better communication, more awareness of impact on others, planning better, stronger decision making, leading a team better and stronger conflict management skills.
“Its helped my peer team work more effectively, helped me work with my manager better”
“A better quality of coaching than I’ve had before, Clare had the relevant knowledge and guidance. She knows what’s happening in the organisation”.
The culmination of this year of work, first on L&D culture and then on wider leadership culture resulted in the organisation improving their People Survey results in access to learning and development, leadership and management and change management across the organisation.