Group coaching for managers during reorganisation:
Management consulting for the communications industry

A large communications service provider is being reorganised. The course is set for strong growth. The structure and processes are to become more agile and efficient. Consulting case of a communications company in the context of Neuwaldegg’s management consulting and development. 

Diagnosis: What do you need?

We accom­pany the change and support mana­gers in finding their new roles within the new orga­ni­sa­tion. We conduct inter­views with repre­sen­ta­tives of the new leader­ship roles to under­stand the mana­gers’ situa­tion and concerns. Our hypo­thesis is rein­forced – they have a high opera­tional workload over the next few weeks and little time and atten­tion for leader­ship. At the same time, as mana­gers, they are supposed to drive the change that they them­selves feel driven by. Many employees are still resistant to the change, while top manage­ment has long since been two steps ahead and considers the reor­ga­ni­sa­tion to have been completed.

We develop the leader­ship coaching format for the new leader­ship roles in the agile orga­ni­sa­tion. Groups of 16 people meet with us for three hours. Instead of a curri­culum with input, we work with them on their specific chal­lenges in reor­ga­ni­sa­tion and on refi­ning their role. One character of the new more agile struc­ture is that the tran­si­tion there is also agile. There are clear sket­ches of the areas, processes and roles but the design and fine tuning can only happen when you start moving forward.

Effective coaching

One effect of the coaching sessions is that the repre­sen­ta­tives of a role start a commu­nity and insti­tu­tio­na­lise the prin­ciple of leader­ship coaching them­selves as a result. They meet weekly with depart­ment heads and divi­sion mana­gers to proac­tively send input to manage­ment in the middle of the change. A second effect is many of them heaving a sigh of relief during the short sessions. It is a comfort to hear that others are strugg­ling in the same way and have the same problems on their plate. At the same time, this is the space for reflec­tion to learn from expe­ri­ences and develop solu­tions with their peers.

Constant adjustment of the new organisation

Das Arbeiten an der eigenen Rolle, das Klären, welche Erwar­tungen die Orga­ni­sa­tion daran hat, bahnt die Wege ins Neuland.  Zugleich werden aus den Coachings die größten Obsta­cles und Anpas­sungs­be­darfe in die Geschäfts­lei­tung zurück­ge­spie­gelt. So sorgen Führungs­kräfte und Top-Manage­ment dafür, die neue Struktur iterativ an die Bedarfe von Orga­ni­sa­tion, KundInnen und Markt anzupassen.

Franziska Fink

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