When James Weelen, now Vice President of Business Solutions, at Heidelberg Materials, moved to a new country, stepped up to become a member of the global IT leadership team and more than quadrupled the number of employees he was responsible for, the lines between work and home life quickly became blurred. Add in a pandemic, and he soon realised he wasn’t affording his peers, his team members or his family the attention he felt they deserved.
Having worked with Corine in the past, Kevin Parry knew the difference coaching could make to a team. So when BladeRoom took on a huge new contract he recognised a need for a number of people in the management to step up, he approached Visibly Different to help out.
Lewis was promoted to a more senior role and also joined the Senior Operations Team (SOT) whose purpose it was run the day-to-day operations and enable the three directors to take a step back and a far more strategy-focused approach.
The CTO in DVS had achieved great results in improving his leadership behaviours. But when Covid struck, he found that with the additional pressure he reverted to type, struggling to keep up the progress he had made.
Faced with a fast-growing business filled with a number of managers with relatively little experience in leading a business, Tim and his partner were finding that lots of decisions were ending up with them.
When Gemma and her manager identified that she would benefit from support with some areas of business management, she sought help from Corine. The coaching sessions helped her see things in a completely different way, giving her not only the business skills she was looking for, but so much more besides.
The Touchwood business is a busy environment – it does a lot of different things, so keeping on top of the day to day operations had always been hard for Joe, let alone adding in a layer of management and the strategic planning activity that goes with it. It’s a problem we often see when a business begins a stage of fast growth.
When Bruce recognised his business was growing, and workloads were increasing, he realised he needed to find a way to put the management capability and structure in place to meet the increasing demand.