Case Studies & Testimonials

The Elite Performer

The Elite Performer

The £2m Testimonial

The £2m Testimonial

The FTSE Team Rebuild

The FTSE Team Rebuild

Tales from a CEO

Tales from a CEO

The Elite Performer

When I first met Jez I was assigned to him for performance coaching by my employer. With the benefit of hindsight I was well in need of coaching, but at the time I was highly sceptical of its worth. My concerns regarding the value of coaching were not. In my second meeting with Jez I confronted him with the following "I think you are part of a process to extract me from the company". Jez replied "You are probably right, but irrespective of who pays the bill, you are my client. I'm here to help you. Everything you say to me is confidential". Over the next few meetings I realised that Jez was working for me, and I could be bluntly honest. To get the most out of coaching you have to be entirely honest with yourself and be open with your coach. A coach doesn't tell you anything you don't deep down know. They just have a way of presenting that knowledge in a plain way which makes it hard for you to deny there is a better way of doing things, mostly regarding professional relationships. The coaching was uncomfortable at times. I had to trust what he said, especially in how to engage with people I had a difficult relationship with. As awkward as it felt, I was frankly stunned how accurate his predictions of their actions and behaviours were. In summary, I found it much easier to engage with people in the work place and best of all, was getting the responses and decisions I wanted. Simply by being more selective in what I said and how I said it. A family member or friend can't really do this for you, its needs to come from someone independent for it to really hammer home.

The £2m Testimonial

Jez added significant value to our business.

The input put into one of our MD's contributed to a turn round in a division losing over £1million a year to generating a profit of plus £1million the following year, I would put at least a third of this turn round down to Jez, I should know it was me!

I took over one of our business areas, this area had been poorly run over the last two years and was losing money, I quickly got a handle on what I thought needed to be done and cracked on with it, results didn't come through as quickly as I would have expected.

I approached Jez, he helped in two areas, firstly he helped me understand the impact that my style and values had on others and how to flex this style to achieve far more from others, secondly he helped me refine my business priorities to ensure I was focusing on the areas that would move the business forward, as result of this the business moved forward, we retained all the key staff (vital in our business) that we wanted to and we went on to have our best year, followed by an even better year the following year, with a different more productive (productivity up 20%) style of working in the business.

A side from this Jez also looked at some issues in my personal life and historical values that impacted on my work performance, by helping me solve these issues I became more productive and motivated and effective, this resulted significantly in my retention in the business, I have subsequently gone on to run the businesses biggest division.

We have used Jez tactically to help facilitate difficult staff issues, I am sure that his involvement has helped the business come to reasonable and realistic conclusions avoiding unnecessary costs and complications.

Finally Jez aided the business through a merger.  By working with Jez we were better able to balance share holder and senior manager needs and aspirations resulting in a successful merger.

In my opinion Jez adds significant value to a companies bottom line in our own case I would put this in the region of £2.5 - £3 million over a 3 year period.  This is equivalent to about 15% of our profit over this time, Jez is not for the faint hearted and you have to be prepared to commit to it, if you do I believe you will see a similar up lift in performance.

The FTSE Team Rebuild

A FTSE 100 firm contacted me and were very specific on what they wanted help with. They wanted to:
  • Develop an accelerated awareness of the current Executive team dynamics, the strengths and the weaknesses of the team
  • Develop a personal understanding and awareness of the role each member plays in the make up of the team dynamic
  • Facilitate an agreement on the role of the Executive committee: Parenting role versus a board role
  • Engage the Executive team in the challenges around the strategy to develop their commitment and belief to want to achieve the strategy.
  • Gain agreement around their leadership role in achieving the strategy and their commitment to the rest of the team
  • Create a platform for the team to develop trust, engage in passionate and open debate, buy in to decisions, to hold one another accountable and to put the collective goals of the team above their individual needs
This was a broad range of asks that required a careful approach from different angles. Firstly, I spent time interviewing each member of the Executive Team on a 1:1 basis to hear from them what they thought both the issues and solutions might be.  This in itself became very illuminating as people felt they were able to be very open with me so the amount of REAL information was very rich indeed. I then ran a Team Diagnostic Assessment TM that plotted how the team saw itself.  Here there was a wide range of views across the team and it was these differences in the way they saw the team was where the answers would lie. The next stage was to go into the feedback and due to what I had heard already I decided with the CEO to split into 2 Groups – those with P&L responsibilities and those with Supporting Functions.  The reason for doing this was that there were a number of cliques within the broader team and everyone in this larger set up were being very polite with each other. I first spent time with the P&L group and gave the some of the really honest feedback.  At first they were in shock and didn’t believe what I was saying but was very quickly followed up by – “What you think that too!” We were able to get the Elephants in The Room out on the table for discussion and real conversations were able to take place without issues getting in the way. After 18 months of working with the team ALL of the above objectives had been achieved and the whole set up and focus had moved considerably.  Today a much more nimble group of people meet to make the BIG decisions to really move the business forward as a High Performing Team.

Tales from a CEO

I met Jez when he was guest speaker at a small group of CEO 's of which I am a member.

He introduced himself and asked each of us to give a brief intro about ourselves. Following this brief intro he gave us all some feedback - he was frightfully insightful on each of us re our personality and management styles.

He summed me up exactly. A month after the session I engaged Jez to work with me as a coach on the areas where I felt I could improve.

After very few sessions I could see the progress that I was making and decided to bring Jez into the organisation to work with my executive board with a specific remit to help develop each of the other 4 members personally and to help to bring the board together to be a high performing team.

We are now in our second year and have made some difficult decisions including one board member agreeing that we needed to combine 2 roles leading to her leaving the business. We would not have made such a decisive decision without the support and guidance of Jez plus the environment he helped create enabled this to be amicably resolved.

I would highly recommend Jez to any CEO to develop their skills.