How Essential Business Coaching helped Jill refocus and motivate everyone in the company

The situation
Jill had been operating Reliable Cover, an insurance call center, for eight years when a company approached her to form a strategic alliance. This would provide administrative support to their independent advisors and potentially increase her turnover by £500k.  She agreed, hired four new administrative positions, increasing her staff to 19, and moved forward.   After only nine months, the other company suffered financial reversals and ended the alliance abruptly, leaving Jill rather stunned and without recourse.
Worse, Jill had lost the focus of her original vision for her business, had to make three people redundant and although several long term staff remained very loyal; the morale of the remaining staff was at an all time low and turnover was down. Uncertainty prevailed from top to bottom.

Regaining the Focus, Positive Attitude, Staff Confidence and Spirit
Essential Business Coaching first encouraged Jill to revisit her Strategic Roadmap to reconnect with her original enthusiasm and plans for her ideal company. We identified the lack of an Organization Chart which would reflect accurately how her vision was going to be accomplished. Jill developed a simple and realistic Organization Chart showing where each position fit and contributed to her goal for the company.
Also missing, were written statements of accountability for each position in her company. Writing position agreements gave her the clarity to see the roles and true value of each member of staff.  
We talked about the critical importance of presenting herself, her plans and these new tools with sincerity and confidence.  We had a ‘dress rehearsal.’ Now she was positive and ready to bring everyone in the company together for a day.
She called the event the ‘Re-Vision Day’ and took everyone to a relaxed setting off site where she presented her ideas, strategy and plans for the next three years.   Jill acknowledged everyone’s loyalty and dedication during the tough period just passed, talked with confidence about the Roadmap and gave everyone a written copy. She and the Sales Manager put the Organization Chart up for all to see.  Everyone was invited to participate with questions, ideas and concerns.  People spoke openly about the relief of knowing not only that clear solid plans had been made, but also to discover where they ‘fit’ into the picture.  Following lunch each person was met individually to discuss their written Position Agreement and to understand what was needed to achieve the goals and vision.

The Outcome
In just two months following the Re-Vision Day the staff had begun to work as a team again, people came forward to offer workable suggestions for improvement. Jill was acknowledged as the leader of her business, she regained her professional balance.  She decided to hold a Re-Vision Day annually to renew herself and each person in the company.
MANAGEMENT STRUCTURE
Answer these questions to rate your skill in leading your people (the internal customers of your business)
 
1. Do you have an organization chart which indicates what position takes responsibility for the key operations in your business?
2. Do you have written systems for recruiting people? Training them? Retaining them?
3. Can you list the three most important considerations when determining who, how and when you promote people in your company?
4. Do you have a clear set of performance measurements for each position in the company? Does someone meet with each employee on a consistent basis to asses and plan improvement of those measurements with them?
5. Does your company understand and embrace a coaching culture to develop your people?
 
If you would like some confidential feedback then copy and paste your questions and answers into an email and send them to susan@essentialbusinesscoaching.co.uk