Case study - Refreshing approach “My need was to work with someone who would be both supportive and demanding, who would advise based on sound personal experience, and who would be able to signpost me to best practice and latest thinking in effective management and leadership. Judy and I worked together around this brief for approximately five years. I found her approach refreshing, and the breadth of her knowledge invaluable. She coached me through situations of both expansion and contraction, gave me a perspective on change that was critical to my job success, and supported me in maturing in my leadership style and capabilities.” Case study – Coaching meets the challenge Michael is specifically responsible for the business and operational performance of the medical, women’s and child health unit management teams and reports directly to the hospital’s chief operating officer. By any yardstick this is a very challenging role, the more so for Michael in his first appointment at director level. Michael started his NHS career as a critical care nurse, progressing to general management posts in medical and surgical areas before moving to his current job in April 2008. Michael readily admits to recognising the need to change his attitude to work once he became an assistant director and says: “As a general manager, you work in a defined area as best you can. As a director, you need to think outside the box, pushing thought processes up a gear and looking at situations from a wider corporate perspective.” Soon after his appointment and following attendance at an assessment centre and on a leadership programme, Michael was offered coaching to help guide him personally and professionally through the transition from general manager to director. He accepted with enthusiasm and had no hesitation in choosing Judy Oliver as his coach. “Judy had presented at the leadership programme and, from the word go, I felt inspired listening to her. She is positive and energising and I gained a lot from the four coaching sessions we had over several months. “My goals were to improve and better myself; to become more able to deal with difficult managerial challenges within the hospital; and to change the way I was perceived by the executive team. All these have certainly been achieved,” says Michael. And what about the effect of the coaching programme on others? “I have become more confident and the sort of person who takes the lead rather than being content to leave this to others which was the case previously. These positive changes have been noticed, especially by my peer level,” he says. “Conversations with my boss now are full of praise whereas, prior to the coaching, there was a certain amount of constructive criticism. The Trust is happy with the way my area is running currently, even as we go through a difficult period of cultural change at the hospital.” Michael concludes: “I am delighted with such progress, unquestionably driven by the coaching programme and plan to take every future opportunity to further develop my skills and expertise.” |
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T 01634 268882 M 07836 255778 E judy@judyoliverandco.com |
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