Developing a Vision and Defining Clear Roles and Functions for the Team at Rathbones.
Client Profile
A Head of a division, who had moved from a newly acquired company over to Rathbones. Moved up a level but in a different role to what he was doing in the previous company.
Coaching Objectives:
Develop a vision for their own role (Head of a division).
Define clear roles and functions for the team. Create a narrative and optimize communication with the wider business.
Strengthen stakeholder management and handling difficult conversations skilfully and effectively.
Key Skills Development
Strategic, confidence, assertiveness
Challenges
Lacked motivation and a “place for himself” in the bigger company: Client was well known and highly regarded in his previous, much smaller company before acquired by Rathbones. Since the acquisition, he felt like he had lost the motivation and wasn’t as well regarded as he once was. As a result, he was less proactive in his role and relied heavily on his manager for direction.
Lacked vision and direction for his team. His team became a “dumping ground” of work from other teams. There was no clear remit and lacked boundaries.
Coaching Approach (key moments)
3-Way Contracting (Manager, Client and I): The process began with a three-way contracting session involving the client, their manager, and myself. This foundational meeting allowed us to assess the current landscape, discuss the client's strengths and areas for development, and understand the broader organizational vision. Establishing clear boundaries of confidentiality and support ensured that our objectives were aligned with both individual aspirations and organizational goals.
Clarifying Values & Leadership Identity: We delved into clarifying the client's core values, motivations, and aspirations to enhance their leadership identity. Through reflective exercises, the client gained a deeper understanding of what drives their engagement and satisfaction in their role. This self-awareness enabled them to align their actions with their intrinsic values, fostering a renewed sense of purpose and momentum as a proactive leader. By identifying and embracing these personal drivers, the client was better equipped to navigate challenges and lead with authenticity, resulting in increased fulfilment and effectiveness within their division.
Vision Development and Team Role Definition: Utilizing tools such as Future Pacing and Logical Levels, the client envisioned their ideal leadership role and its impact on the organization. This process facilitated the clarification of team roles and functions, leading to the creation of a cohesive narrative that effectively communicated the team's purpose and objectives within the broader business context.
Stakeholder Mapping and Management: Through Power Mapping exercises, we identified key stakeholders, the level of their influence and impact towards the bigger vision and analysed the dynamics of these relationships. This strategic approach enabled the client to develop tailored engagement strategies, enhancing collaboration and communication with various stakeholders across the organization.
Balancing Strategic and Reactive Work: Collaborating with stakeholders, the client assessed their current workload to distinguish between strategic initiatives and reactive tasks. We used tools like Urgent- Important matrix (and the impact) and reflected on implementing effective strategies for a more balanced allocation of time and resources, ensuring that both proactive and responsive work were managed efficiently.
End of Assignment 3-Way Review and Future Planning: Concluding the assignment, a three-way review meeting was held with the client, their manager, and myself to evaluate progress against the initial objectives. We celebrated the client's achievements and discussed strategies for continued development, ensuring a sustainable path forward in their leadership journey.
Outcomes
Client is now seen to be more engaged in his role and takes things on proactively. They’re seen to be driving the agenda for their team and is not being merely reactive especially in meetings. They do this in their own style but also by making sure that their communication and signalling is effective.
They had put together a coherent and cohesive plan on how their role would operate and the direction it’d work towards. Shared the bigger vision/purpose and ways in which their role and the team contributes to the wider business.
Is more independent and takes greater ownership of the day-to-day decision making involved in his role.
Had communicated these roles and functions of their team with the wider stakeholders using effective channels and appropriate signalling. They now use the right level of assertiveness in putting the new strategy in place.
Client Review
“My coaching assignment with Shahrukh was very positive. Shahrukh was able to use techniques, structured approaches and detailed questioning to help me identify what was important to me. He also provided constructive challenges to some of the positions or beliefs I held about myself and how to be effective in the workplace. I would recommend Shahrukh to anyone interested in exploring what makes them ‘tick’ at work and how to overcome any challenges they might be facing.”
Engagements are anonymised to protect individuals and organisations. Detailed references are available upon request.