Organisation Development

What is it?

Historically, it’s been defined as: “an effort that is (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s processes, using behavioral-science knowledge”

Who will benefit?

Any organisation that wants to improve what they do, how they do it and the results they get to be more competitive or become leaders in their field will benefit from a robust OD programme of continuous development.

What is likely to happen?

Using up-to-date tools and techniques, I will establish what you want to improve upon, analyse your current situation and produce a plan, which will support you in moving you to your desired position. My approach is one of keeping it simple and creating impact from day one. The first challenge is in overcoming ambiguity.

Many organisations have paid good money to big consultancy firms only to be left with confusing processes and systems, which they cannot then manage themselves, and so the cycle of seeking more support commences. I start from the position of developing and transferring skills and competencies across to my host organisation. You need to pick up and run with whatever I leave behind – this is a process of embedding improvement.

Mini Case Study

Rather than going into detail about my previous projects, here is a sample of some I have been involved in:

  1. Developing Communications and Engagement teams from a position of underperformance and dysfunction, to one of effective and impactful team working which added value to their organisation’s goals;
  2. Developing a Governing Body from a position of selection and election to one of competent leadership of a newly constituted body;
  3. Developing a whole directorate effort from a position of routine slow output to it’s first commercially available product and timely customer products.
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Leadership and Strategy

What is it?

“Leadership is the art of mobilising others to want to struggle for shared aspiration” Jim Kouzes and Barry Posner, The Leadership Challenge, Third Ed

Who will benefit?

I have been involved in leadership and management development for approximately 15 years. I have worked with Boards and Governing Bodies in addressing specific challenges they are facing so that they are aware of the growing importance of governance and transparency to “up their game” in responding to external influences. Usually, they require skills to be more innovative, to lead better performance and to enhance their impact and political influence.

What is likely to happen?

“It’s not rules and regulations. It’s the way that people work together” said Jeffrey Sonnenfeld in an article for the Harvard Business Review called: What makes Great Boards Great (2002).

I design development programmes based on the following:

  • “Begin with the end in sight” said Peter Senge. This involves agreeing with you a tangible suite of success factors which are directly related to your required service improvements;
  • Development works best when it is focused on real time organisational challenges. It is these featured challenges which we shall use as the focus for personal or group learning. Everything we do will be directly relevant to current issues you are grappling with;
  • In relation to strategy development: I will facilitate visioning workshops to co-develop an agreed picture of the future and also help you build achievable objectives and road maps to get there.

Mini Case Study

Rather than going into detail about my previous projects, here is a sample of some I have been involved in:

  1. Taking a newly selected and elected Governing Body through a legal authorisation process in order to become a competent leadership arm of a new statutory organisation;
  2. Facilitating strategic programme stakeholder analysis and mapping exercises to enhance programme relationships for more effective delivery;
  3. Working with 5 independent regulators to design and deliver a new co-produced, joint inspection programme;
  4. Delivering various leadership development programmes as an Associate of the Open University Business School and the Chartered Institute of Personal Development.
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Coaching and Mentoring

What is it?

Coaching and mentoring are ‘helping behaviours’ used to support personal development over shorter and longer periods respectively. It includes techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring, although in practice, the two terms are often used interchangeably.

Mentoring involves the use of the same models and skills of questioning, listening, clarifying and reframing associated with coaching. However, mentoring in the workplace tends to describe a relationship in which a more experienced individual uses his or her greater knowledge and understanding of the work, workplace or sector to support the development of a more junior or inexperienced member of staff, over a longer period of time.

Who will benefit?

Any individual who can answer yes to any of these questions:

  • Has your career seemed to have just happened so far?
  • Have your career moves to date been unplanned or just seemed to have happened?
  • Are you attracted to opportunities you believe you could do but fail to put anything into place to make them happen?
  • Do you know how to go about getting appropriate career progressions?
  • Do you find yourself having to deal with less than ideal career issues – maybe you describe yourself as either lucky or unlucky a lot of the time?
  • Would you like to achieve more than you have to date?
  • Do you have a personal picture of what your idea of a successful and fulfilling career is?
  • Do you want to be able to have clarity about where you could be on a career path in 2/3/5 years time but you don’t want it to take over your life?
  • Do you often wonder how you can improve your chances of reaching the potential you, or others, once had for yourself?
  • Do you often wonder how bosses and colleagues could possibly see things in the way that they do?

What is likely to happen?

Coaching focuses on high performance and improvement at work and usually looks at specific skills and goals. The process typically lasts for a relatively short period of time, or forms the basis of an on-going management style. The following are some generally agreed characteristics of coaching in organisations:

  • It is a non-directive form of development, though this is not a hard and fast rule;
  • It focuses on improving performance and developing individuals’ skills;
  • Personal issues may be discussed but the emphasis is on performance at work;
  • Coaching activities have both organisational and individual goals;
  • It provides people with feedback on both their strengths and their weaknesses; and
  • It is a skilled activity, which should be delivered by people who are trained to do so.

One key distinction is that mentoring relationships tend to be longer term than coaching arrangements. This is particularly productive when used to encourage inclusive working practices and equal opportunities.

Mini Case Study

Rather than going into detail about my previous projects, here is a sample of some I have been involved in:

  • Helping competent technical experts develop better their interpersonal or managerial skills;
  • Developing several individual’s potential and providing career support;
  • Developing a more strategic perspective after a promotion to a more senior role; and
  • Helping work through the handling of conflict situations so that those situations are resolved effectively.
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Looking For Something Specific?

Please feel free to get in touch to enquire if there is anything specific that you require and think I could be of help with. I can also provide development of:

  • Vision
  • Mission
  • Values
  • Objectives
  • Staff engagement programmes
  • Away day and workshop facilitation

Although I live in South Wales, I am available nationwide for assignments.

 

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"As my coach / mentor, Sharon is able to analyse my personality and traits and turn these into opportunities for development. Her wide knowledge on the subject has enabled us to explore many different approaches and models to find one that suits me."

− Peggy Edwards - Clinical Risk Manager at NWIS

"As a mentor Sharon brings a wealth of personal working experience and generously shares much of her own successes and failures for me to draw upon. A good listener, she has often provided me with a concise and clear insight into what motivates and makes me tick. Sharon is very easy to talk to, easy to laugh with and a pleasure to work with."

− Alison Crawford - Data analyst and statistician

"Sharon is able to work with members of boards and executive teams and to take them through the difficulties confronting them. Her style is thoughtful and reflective. Adept at working with clinicians and managers from very different agencies, Sharon provides a confident framework within which to develop the organisation."

− Peter Gluckman - Director at Change-fx Associates Limited