Primeast

Client

Utility Company - Electricity

Project

Moving from a command control style to encouraging personal responsibility

Business, Background & Objectives

Jim had worked in the company for a long time, coming up from the ‘coal face’ to be in a senior manager position. He had been asked to implement changes within his small team of managers, which initially meant increasing their work loads. However, one member of the team was very resistant to change, demotivating their colleagues by sabotaging team meetings. This behaviour increased Jim’s frustration, leading to outbursts of anger which alienated the team even more to the changes.

A coaching conversation

In Detail

During the coaching we managed to flag up Jim’s preferred dictatorial, telling communication style, placing it alongside his expectations of the team. In this way, he found a connection between ‘how he had to learn the hard way’ from previous directors, and his current leadership style. We then based our sessions on the situational leadership curve model.

The Result

The coaching enabled Jim to recognise and practice the different skills required for styles of directing, coaching, supporting and delegating. He shared his preference for doing everything with his team, and asked for their support in helping him shift his behaviour to other approaches, enabling them to take responsibility for the enforced business changes.