This programme involved coaching for members of a divisional Board of a global engineering firm, where four of us worked with eight individual clients.
The Board members had already participated in a strengths-based leadership programme led by Dr Alex Linley of CAPP, using insights from positive psychology, and the coaching was designed to complement and build on this. One of our Alliance Partners was an Associate of CAPP and Director of their charity The Strengths Project.
At regular points during the assignment, we were instrumental in feeding back general themes to the organisation. The Alliance were also part of a coaching cadre who collaborated with Alex Linley and the client organisation.
What was the starting point?
The organisation had undergone a major restructuring and was keen to implement a new working culture. To this end the Board had commissioned some positive psychology strengths-based interventions along with coaching to support the change. Particular points included:
What were the coaching issues?
Individual coaching topics were many and varied, but included some of the following themes:
How did it all turn out?
What did the client say?
‘The value of coaching is that, unlike mentoring, many of the answers lie within yourself. You just need someone to bring them out of you. My coach is a great sounding board, with wide experience, both professionally and socially. She helped me through many topics and elicited many solutions from me. Her similar interests to myself helped cement the relationship. I was very happy with the coaching, so much so that I would like to carry on.’