Global Engineering Firm

A division of a global engineering consultancy had provided training to their fee earners in business development skills but the senior management team were concerned that:
 

• the training had not been widely implemented
• too few fee earners were motivated to spend time on business development

Research identified that where a particular team was considered to be well led and managed, implementation and tangible results had followed.

PACE was asked to develop a programme for team leaders with responsibility for managing fee earners. The resulting programme ‘Leading Business Development' was based on the PACE M-DIET™ model and highly tailored to the outcomes specifically required by the client. 

The two-day programme focused on the actual day-to-day issues of leading and managing professionals who were required to generate fees as well as employ their technical abilities.

The workshop allowed participants to investigate, in detail, the reasons some professionals are not motivated to develop business. Using models developed by PACE, strategies were identified for those professionals who:
 

• Had high business development skills and low motivation
• Had low business development skills and high motivation
• Had low business development skills and low motivation
• Were not motivated or skilled!

The programme also covered performance management, coaching and leadership styles.

By the end of the programme individual managers had a deeper understanding of leadership and management but more importantly had an action plan and strategy for their fee earners.

Management Consulting Firm

A management-consulting firm identified though a staff survey dissatisfaction with the existing management development programme. The management board also identified a problem with succession planning

PACE devised a programme which:
 

• Identified potential future leaders
• Provided a long term planned approach to leadership development
• Included workshops and individual coaching
• Ensured that applicants not gaining a place on the programme remained motivated

A rigorous assessment centre was developed the quality of which motivated staff to want a place on the leadership programme.

The results of subsequent staff survey demonstrated a high level of satisfaction with the new management development programme.
 

Law Firm

Following a major project a partner in a law firm took feedback from his team about his leadership of the project. The feedback was not encouraging and highlighted aspects of the project that had seriously suffered due to an inappropriate leadership style. Following an insight meeting PACE recommended one to one coaching rather than a place on an ‘open' leadership programme as the most appropriate way forward.

Working closely with the partner a series of coaching sessions was devised, focusing on goals and action plans. Later in the programme, team building elements were introduced, involving actual team members.

Six months later, team feedback regarding the partner's project leadership had significantly improved.

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