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.
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.