We were engaged to solve a pressing problem in a large organisation involving major conflict between a senior manager Bert (not his real name) and many of his peers and bosses.  It had deteriorated to the point there was almost no real communication and zero trust.  Bert was regarded as a ‘rogue’ operator who not only clashed with many colleagues but also exposed the organisation to great risk.  However, in the near past, Bert had been a highly regarded senior manager.

After a long running dispute, performance issues and personality clashes, Bert was facing dismissal. As a last-ditch effort, Bert’s boss put him on a Performance Improvement Plan. Our task was to work with Bert’s boss to analyse the situation, devise a coaching plan and implement it to arrest the deteriorating situation.  Our results exceeded all expectations.

We used several methods to measure what was going on and quantify the facts as much as possible.  The results helped form a clearer picture.  Issues included behaviours which had become ingrained and habits which were very hard to budge. We worked to develop and maintain a high level of trust with Bert.  Through careful planning, coaching and monitoring and persistent work, and setting Bert achievable tasks, we were able to re-programme some of Bert’s negative habits and replace them with positive habits. For example, we tackled communication and making communication with those around him a rule rather than an exception. We also trained Bert to recognise and acknowledge the emotional aspect of interaction and decision making. And throughout the process, we continued to build and maintain trust with Bert, and also between Bert and his bosses and colleagues.

We also worked with his bosses and others to reorient the leadership practices that had become entrenched in parts of the organisation, and to improve these practices so that there was greater congruency between leadership rhetoric, actions, decisions and relationships.

We worked intensively with Bert to turn the coaching into a positive experience, and to help him develop a highly collaborative and trusting relationship with our coaches and his peers and bosses. We helped Bert transform from being a liability and a rogue player who caused chaos, to being a highly valued part of the team once again.  Bert became more motivated about his role and after the coaching intervention finished, he went on to volunteer within the organisation to assist others and provide guidance.  His boss and colleagues were delighted as was Bert himself.  

Working with our clients, we were able to analyse the situation to help Bert and others to understand the underlying issues.  Problematic practices, attitudes and behaviours were modified, and relationships were not only repaired but greatly strengthened.  Today, Bert continues to lead and function at a high level, and has a close and trusting relationship with his peers and managers.

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