Strategic Communications
We were originally commissioned to provide executive coaching for Faculty Deans following a period of major change and re-structuring. An internal communications audit had indicated some levels of staff dissatisfaction with elements of the communication, leadership and management approaches to change displayed in the organisation. As the coaching work progressed it became clear that there was more work to be done on developing the organisation to ensure that it achieved the ambitions laid out in the strategic plan.
Our role extended exponentially and, as well as the executive coaching, encompassed an extensive change programme looking at a number of key components aimed at creating a twenty first century organisation which, whilst large in size would be agile enough to deal with change on an ongoing basis. We authored a number of key reports looking at structures and systems within each of the faculties, the relationship between both central support services and academic development and the faculties, dealing with the intended devolved structure, the techniques and tools for communicating in a devolved structural model and the importance of cultural shift in achieving successful, sustainable change.
We were instrumental in the creation of a ‘Change Agents Network’ comprising key support staff such as Departmental PA’s, Internal Communications Co-ordinators, Administrators and HR Managers. We provided training for this group, set up the network and provided ongoing support by ‘phone, e-mail and face to face to ensure that they were supported in their role as change agents.
We developed and delivered a number of workshops on change which were given to Heads of Department, Section Heads, HR Managers and Faculty Co-ordinators and took a role in the ‘Emerging and Future Leaders’ Programme.
We ran Faculty Away Days, to support them in the exploration of change, vision co-creation, issue resolution and action planning.
The one to one coaching has extended to encompass a wide range of individuals within the University including Heads of Faculty Administration, Faculty HR Managers, Section Heads and Internal Communications Managers.
As a result, the internal communications survey for 2006 demonstrated that staff are now very satisfied with the approach of senior leaders to the communication and leadership of change. Ongoing evidence from many areas shows that staff are more willing to work effectively in a changing environment.
With an organisation as large and complex as a major University it is impossible to demonstrate how one consultancy can make the kind of sustainable difference needed in order to achieve their long term ambitions. However, there are a number of key individuals within the organisation who directly relate major change to our interventions.