Business area:

International Financial Services Business

 

Client:

Transformation Director/HR Director

 

Overview of the Reverb programme:

An intense, data driven personal development process comprising SoundWave assessments, two short workshops, two live audio-recordings, two 1-2-1 coaching sessions, together with on-going learning correspondence between each participant and Kevin Eyre (from now on referred to as KE).

 

Issue:

The business has recognised a culture of slowness in decision-making, normalised through expert hierarchy, posing a risk to delivering exceptional customer service and continuous improvement.

 

Desired leadership outcomes: 

• To build specified behaviour traits (customer obsession, open-mindedness, a climate for team performance to thrive, innovation, reflection, collaboration) and systemic continuous improvement.

 

Managerial level of participants:

Divisional directors

 

Objective:

To get time-starved managers to change the way they lead their teams by moving from being ‘expert leaders’ to ‘expert enablers’.

 

This means: 

• Providing insights to managers on the precise effects that they have on others as a consequence of they way they talk and communicate.

• Quickly developing practical skills that allow participants to change the interaction that they have with others.

 

The Reverb process in detail (in this instance, over about a 3-month period)

Individuals nominated by Transformation Director

 

1. Participants completed a SoundWave assessment, which gives results at two levels. The simplified version, Brilliance 3, was used as the basis of the introductory workshop (see 2 below). The more in-depth Self Perception version was used to inform increase individual self-awareness.

2. Participants took part in a one-day introductory workshop, using their Brilliance 3 assessments, to introduce them to the idea of verbal strategies and preferred styles of communication.

3. Participants selected a team member with whom they interact regularly and the conversation between them was audio recorded and subjected to interpretation by the participant and KE.

 

A participant reflects on his interaction through listening to the recording:

‘The way that R readily accepted what I suggested prevented me from knowing what was exactly going on in her mind.’

 

1. Participants were required to ask team members, managers and other stakeholders to complete a SoundWave 360 assessment, in order to find out how they are heard by those who work with them.

2. All programme participants came together for a 360 debrief workshop, which served to share experience and deepen their personal and professional insights.

 

In a 1-2-1 coaching session, KE and each participant develop skills and understanding by exploring issues in interaction styles, preferences and outcomes. 

 

KE notes:

‘The 360 results on ‘Challenge’ were much higher than your self-perception score. This led you to consider that your default style of leadership was somewhat ‘militaristic’. It works but with the result of inducing stress and [ultimately] burn-out.’

 

The second part of the ‘auditory mirror’ meeting took place with same team member to contrast with the first recording and note improvements and areas that needed work.

 

KE notes:

‘Your new leadership frame of reference is that of a diplomat. This requires a style of interaction that is more conciliatory, acknowledging a need for balance. Your second interaction with S was less rushed, calmer with more space for conversation.’

 

The client held an internal review to assess how effectively progress was mapping on to the objectives. This was followed by a two-way outcomes session with KE.

 

The outcome: benefits to the business

• Meeting agendas are covered in shorter periods of time but at more depth and with higher levels of participation from team members

• Leaders report learning not to provide answers, learning instead ‘enabling’ techniques such as asking open questions, allowing silence, ‘sound posting’, checking they’re being really understood. As a result, team members report a less stressful environment where they are encouraged and supported in finding their own solutions.

• There are fewer ‘unhelpful’ interactions – interrupting, not listening, providing answers, a tendency to ‘over-challenge’, ‘solutionising’.

 

KE notes:

‘I am delighted that as a result of our work you have identified four discrete areas that require your focus: to slow down your rate of speech; to be confident; to ask for feedback to ensure you’re being understood; and to lead the conversation, positioning yourself as offering ideas for consideration by others.’

 

The outcome: Benefits to individuals

Participant reported a strengthening and increased understanding in how the way they talk and interact affects all their relationships, not just those in a professional environment.

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KE reflects:

‘You showed considerable courage in your openness and vulnerability in participating in these sessions. It is what has allowed us to progress.’

 

'You told me that you have been applying this learning with your friends and family and that as a result the relationships contain more listening, are more respectful and that you find yourself still able to meet your own needs even when you accommodate to those of others.’

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Find out more about REVERB

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