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Cancer Research UK
Performance turnaround through coaching
What we did
We improved managers' coaching skills through a Coaching for Performance programme which was implemented across the organisation's retail division (a department of 1,000 people).
Why we did it
Cancer Research UK was formed as a result of a merger between Imperial Cancer Research Fund and the Cancer Research Campaign. Following the merger, an immediate priority for the new charitable organisation was to improve the performance of its retail division. This was to be achieved through the development of its people.
The scenario
The two organisations had very different histories and organisational cultures. Specific issues included recruitment/retention, communication and management style, and inconsistent management performance.
The approach
The first challenge was to establish the new organisation's vision, purpose, values and goals, before defining the leadership behaviours required to achieve goals for growth. By speaking to the retail teams, we engaged members of the workforce to help design a programme that felt right for them and that they would be able to use in their day-to-day work. This meant we achieved a high level of buy-in to the concept of using a coaching management style before we had even launched the programme.
The Coaching for Performance programme was delivered to the retail division's senior managers through a series of two-day workshop and then, as the programme rolled out, delivery was through their training and development team.
The results
Retail sales up 17% following the implementation of the programme.
Managers in retail now understand the link between coaching related outcomes that impact positively on the bottom line.
Cancer Research UK was shortlisted for a national training award, further tangible recognition of the organisation's achievements.
"We very quickly started to hear stories of personal success, where people were impacting on parts of the business they had been working on for some time, simply by changing the way they approached them. We are only part way there so far, but the signs are encouraging as people start to actively change their working relationships and enable their teams to take ownership for decision-making. Our challenge is to keep this alive after the formal work is done, but we are confident that the success stories will continue."
Simon Ledsham, Cancer Research UK's Retail Director