Our Work: Case Studies
We are strong believers in the idea that you can only improve what you can measure, which is why we evaluate all of our work. To see just a few of our results, please click on the range of case studies below.
1. Medical Coaching
Coaching GPs and Practice Managers in the NHS
Health and social care are facing unprecedented demands, with healthcare systems across the world seeking solutions to deliver improved outcomes with reduced resources. As part of this, the NHS recognise that GPs are essential in creating a sustainable health and social care system. Therefore, in order to support GPs, NHS England commissioned Beyond Coaching to deliver a programme offering GPs the opportunity to receive two confidential 1:1 coaching sessions with a professional coach. Coaching was identified as a means to offer support that is forward-looking, action-orientated, positive and personal. The aim of the programme was to provide time and space to think in a way that supported them to make positive changes and, not only to survive the current environment, but to flourish and enable greater levels of retention.
NHS England: 1:1 coaching for GPs and Practice Managers
Clinical Commissioning Group: Executive Coaching leading to Cultural Transformation
2. Executive Coaching
Coaching Leaders to Transform Business Culture
We worked with the Clinical Commissioning Group’s (CCG’s) governing body, executives and senior and middle managers to identify what they wanted to achieve, as well as the values and leadership behaviours that would create an empowered, innovative and high-performing organisation. A programme of tailored leadership development was created for the programme’s participants, as well as senior management. The programme focused on aspects identified as important by the CCG and involved workshops, sessions and coaching sessions. Additional sessions developed organisational values, team purpose and effectiveness. The process was very inclusive and a range of learning techniques were used, reflecting different learning styles. The programme was so successful it was repeated for all managers.
3. Leadership Development
Creating Collaborative Leaders within the NHS
We designed a short bespoke programme jointly with NHS England – North Midlands and the participants – to equip GPs with additional tools, capability and resilience to lead providers of care and work collaboratively across the health and social system. The programme comprised one initial introductory session, three half-day group-working sessions, and four 90-minute individual coaching sessions. These sought to enable GPs to identify areas of work they were passionate about, align these with their values, and build capability and resilience around collaborative leadership. Ultimately, it ensured that those who wanted to step forward into wider leadership roles were better equipped to do so.
4. Leadership Development
Developing Leaders at a Global Business
A global business had strategic objectives to develop and grow leaders, so we developed an ongoing, modular programme for existing and new leaders in the business. The programme was designed to develop a strong sense of cohort identity and a shared sense of trust, so that participants could build greater self-awareness – one of the key building blocks of good leadership. The programme integrated the latest thinking and methodologies around leadership to the particular challenges and opportunities faced by the business; from self-awareness and the concept of leadership as a whole, to the importance of communication in great leadership, to leadership in the context of a changing, complex global environment. Practical tools, such as coaching skills, MBTI and Transactional Analysis, ensured participants could build their capabilities as leaders.
5. Team Coaching
Increasing the Performance of a Charity’s Board
The charity board was not performing to the level required of them and the board’s performance was not as effective as expected. To improve this, we worked with the board to design and facilitate a programme of development. Interviews and a survey informed an initial session which facilitated the board to articulate what they would see, feel and hear when their board was performing well. A performance standard was developed, along with the benefits this would bring. We then coached the board as a team, and board members then subsequently worked in groups to identify key strategic issues and the behaviours that each of them would need to display to bring about the desired change in performance. In further sessions, we reviewed their vision and strategic direction, and their role in leading the organisation, which lead to a significant improvement in the board’s performance.
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