Business coaching

By Jade Shelton

The situation

Mike is the Managing Director of a manufacturing business in Gloucester. We had worked with Mike for a number of years, however his financial plan relied upon the business delivering significant growth over the next 10 years.

Based on the previous three years accounts, the modest growth of the business had hit a plateau. This frustrated his loyal team, whose patience was wearing thin. There were plenty opportunities for new business, but Mike’s company never seemed to get the work.

Mike was extremely busy, and could never get as much done as he thought he could; he was constantly working, but longed to be able to finish work early on a Friday to enjoy a round of golf with his two grown up sons.

Why did Mike get in touch?

Mike had lost sight of his purpose.

He had set up the business 17 years ago to give himself more freedom, a better work-life balance, more enjoyment and more capital. He was failing on all accounts.

What we did

Mike engaged Huw as a coach to help him improve the situation. Huw spent time with Mike in the business, assessing problem areas and identifying goals. In reality, the business was a million miles away from achieving them.

Huw helped Mike identify the behaviours that needed improving. By implementing the concept of performance as a behaviour, Huw could drive significant improvement in a whole host or area of Mike’s business and personal life.

Together they discussed the options and issues, then built an action plan each month for Mike to complete. Huw would schedule a telephone catch up each week so that they could chat through any challenges and check progress. This regular contact kept Mike accountable, which allowed him to make significant progress.

One of the issues Huw identified was that Mike was a brake on the business. Seeing as he had so much on his plate, he was slowing everything down. Despite being very able and experienced, his role wasn’t fulfilling him professionally.

The results

Having discussed the options, Mike decided to change his role at work. He formed a leadership team, promoted a young but extremely able member of staff to be the Managing Director and created a new business development role for himself.

After being released from the shackles of his impractically hectic managerial role, Mike’s enthusiasm for work has skyrocketed. This had been reflected in the order book, which is as full as it has ever been.

The new Managing Director has brought a fresh perspective that has energised the entire organisation. Although Mike was a little sceptical at first, he soon saw both the happiness and profit levels of the company increase. Mike has embraced the behaviours as a performance concept and now takes regular exercise, is driving some impressive sales figures and is able to play golf with his boys every Friday afternoon.