Leadership Development
Challenge
A privately held manufacturing company was rapidly growing through acquisitions and needed to bring consistency to how the organization developed its leaders as a newly global company.
Action
Berrington Group developed a proposal for a comprehensive curriculum that would develop leaders’ soft skills and establish the same set of leadership competencies across these disparate entities that were now under the umbrella of one global company. Upon acceptance of the proposal, Berrington Group customized eight training modules that would be effective for a diverse, cross-cultural audience:
- Transitioning to Leadership (or Leadership Challenges): Begin with a focus on the leader’s role in the organization and their current challenges in running the business
- Personal Branding: Gain clarity on your strengths, passions, values, and skills and use this self-awareness to drive greater value for your career and company.
- Situational Leadership II: How to effectively manage people, time, and resources with tools for opening communication and helping others develop self-reliance
- Navigational Coaching (for all levels): How to develop a coaching culture and a coach approach
- Feedback Conversations: How to have direct conversations and ask for feedback as a leader
- Influencing: How to influence key stakeholders who aren’t direct reports
- Conflict Competence: How to expand approach and ability to handle inevitable conflict
- Style Assessment (DiSC®): How to understand and discuss behavioral differences to enhance teamwork
Results
- Program will roll out with all US-based companies in 2015
- The expected outcomes are to create a culture of coaching where people can do their best work and to brand the leadership team as high performing & high functioning
Personal & Team Branding
Challenge
A number of clients across sectors are challenged with how to create a culture that keeps employees engaged, doing their best work, living their best life within the organization, working as teams, and being brand ambassadors.
Action
- Berrington Group has delivered over 40 personal branding workshops and numerous team branding workshops for all levels of the organization that identifies where gaps exist and how to close them
- Participants engaged in a branding survey to understand how they are perceived,what they are known for and how to maximize their strengths
- Teams conducted a custom survey to key internal clients and key stakeholders and externally to assess current reputation, strengths and weaknesses
Results for Individual Participants
- Attained the next level of leadership they were seeking, crediting what they learned in the workshop and how to turn that to action
- Described these workshops as “transformational” and “life changing”
- Understood the importance of being a brand ambassador for the organization
- Learned the best way to use social media to enhance their own brand and the brand of the organization
Results for Teams
- Rebranded and are now invited to “be the experts at the table” earlier in the decision making process of the groups they support
- Have clarity on their vision, mission and purpose and how to make that more visible to customers, clients, peers and colleagues
Executive Coaching
Challenge
A rapidly growing research-based biopharmaceutical company wanted formal coaching for leaders to help ensure high performance as five competitors entered market.
Action
- Designed a coaching program connected to the core leadership behaviors valued by the the organization
- On-boarded coaches to understand organization and program expectations
- On-boarded coachees to understand the process of working with a coach
- Individual leaders took advantage of 10 hours of one-on-one coaching over a 6-12 month period, which included a variety of assessments
- Embedded check-ins to ensure participants were meeting goals
- Final wrap-up and debrief at conclusion of coaching initiative
Results
- Participants understand how to be brand ambassadors for the organization and become extraordinary at the areas in which they already excel
- Participants created more accountability for developing each other
- Participants more comfortable having coaching conversations with direct reports, peers, colleagues and bossess
- The organization has moved from a competitive to a collaborative culture