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Enterprise Coaching Strategy

Global Investment Bank

The North American region of one of the world’s largest multi-national investment banks wanted to enhance the leadership abilities of a group of high-potential Directors by providing focused, individualized development. Cambria’s approach to addressing this challenge was to implement a strategic coaching initiative. Cambria facilitated a working session that produced a detailed plan for using coaches to improve the leadership skills of these executives, as well as the necessary communication messages for implementing the initiative. Throughout this process, Cambria consulted to the firm’s North American coaching practice leader to establish a coordinated, centrally-managed coaching practice.

Coaches already working independently in the firm were brought together in support of this initiative. An orientation meeting provided them with the organizational context, the process framework for individual coaching engagements, and the supporting tools needed to implement them. Coaches were then matched to the more than 50 participating Directors, and the program was launched with coaching taking place over a six-month period. Many of the Directors were subsequently promoted to Managing Director roles, and the coaching effort increased the retention of those Directors who were not selected for promotion at that time.
 

Federal Agency

A large US government agency wanted to implement executive coaching throughout the organization. However, each branch of the organization was doing its own thing without the benefit of an integrated approach. Working together with the HR points of contact in each branch, we realized that a more strategic view of coaching was needed to link coaching to critical business issues in the agency’s leadership world.

Among the significant changes, the HR contacts became coaching program managers who held quarterly meetings to ensure alignment with overall program objectives. We implemented four varieties of coaching – one limited in scope, individually focused, and determined by level of executive; accelerated development coaching incorporated into agency-wide training programs for middle managers and high-potentials; coaching support for a specialized training program for engineers; and on-boarding and transition coaching for newly-appointed executives. Cambria and the coaching program managers co-designed these programs to ensure adoption throughout the agency.

As a result, the agency has seen the transfer of learning into action due to the individual coaching within the training programs. There was also an increased desire for individual development that coaching provided and a significantly greater number of executives requested coaching to help them through the many transitions the agency has experienced over the years.