An experienced PGA player with great potential, in a slump and unable to deliver his best game at critical times. Producing one top ten finish in previous three years.
After making consistent tournament cuts, one round would derail progress in key tournaments. There was a subtle discomfort in being out the front, leading and gaining media attention. After very detailed tournament observation it was diagnosed the player was uncomfortable being visible and standing out from the pack. His actions become self sabotaging ensuring he didn’t play to his ability, he could be very self critical and would become very eccentric on his decision making and shot execution. Corrective action was taken during tournament play over two PGA events and remote support for 9 months.
330% increase in world ranking from 366 to 109 over the first season. 7 top 10 finishes including two 2nd places. Winning prize money in 55% of tournaments played.
A commercially brilliant manager on a fast track to Divisional CEO level. The need to enhance people skills to ensure strong team, peer and customer engagement.
Overly bold approach to decision making, strong drive for business results but at times at the expense of others; team, peers, and customers. Coupled with the bold approach there was a high intolerance for the mistakes and a remote approach to the needs of others. Examples such as little investment into the recognition, development and teaming of others outside of his own business. We also saw an overly strong focus on success while keeping himself isolated and aloof. Following a six month coaching program behaviour changes were made.
Top quartile staff and customer engagement scores over a three year period. An accelerated rise through the management roles to Divisional CEO. Results against objectives are in excess of 270%. Potential further progression within the organisation and being seen as key thought leader within his industry.
A team that played well under pressure, “ground out” wins and was challenged to play an open style of attack consistently.
A team which had not posted 50 points or more in 6 years. The team that had separated into two groups. One very conservative and cautious under pressure, the other very excitable. The conservative group would monopolise possession and when the excitable group (who had been waiting) gained possession they acted erratically and lost the ball. When the cautious group regained possession they weren’t going to give it back to the erratic group. This team did not need an opponent – they were playing themselves. Following discussions with Coaches and Captain the problem was resolved.
A cohesive team focused on the opposition playing an open and attacking style of Rugby. Within two weeks this team posted 72 points against an opposition side, the highest in their history.
A group of high potential senior managers who were untested at the Country Manager level. The organisation wanted to sort the true potential of the group for three upcoming promotions and support the entire group with targeted development plans.
A complexity of tasks and relationship skills required to grow the business and outperform at the Country Manager level. A Development Centre was designed to challenge, observe, feedback and support 15 senior managers based on five days “in the life of a Country Manager”. These activities were conducted in a purpose built simulated environment with time pressured challenges and direct correlations to real life tasks, challenges and environment.
A clear distinction of the top three managers. Job related evidence which fast tracked decision making with confidence and the accelerated integration of managers into new Country Manager roles. Top quartile performance of all three managers within their first year.
A very hard working Partner who was highly valued for their internal team work and strong technical delivery but inconsistent with business development and client management.
A very competent Partner who ‘over valued’ technical expertise at the expense of influencing and relationship management. They had failed to make the total mental transition from Senior Associate to the full Partner role. Negative perceptions were also held about conveying good news, areas of specialisation, client wins and the delivery of excellent results. This Partner lacked confidence in the engagement and influencing of others – unless it was conducted in a technical context. Over a series of six meetings focused on business development, client engagement skills and a reshaping of perceptions.
A 40% increase of booked new business. Internal recognition as practice business development mentor. A shift in level of clients from second tier level to top tier clients through new business development activities.
A naturally talented player who was both off and on field very inconsistent with practice, performance and behaviours. Coaches were unsure on the best approach to support further development.
A very talented player with a short attention span, seeking fun and fast paced experiences. A very broad range of behaviours including being extremely extroverted and fun loving to rejecting others and needing to be alone. Uncertainty of behaviour from team mates and the player himself. He found it very difficult to agree to and stick with game plans. An inability to focus on small tasks and follow through in tight games and situations. Coaches were given clear and effective strategies to support the player’s natural style.
On field performance saw numerous match winning performances and his selection as a key player within the National Team.