Success Stories
Award Winning Coach - you're in strong hands
Caroline, a Master Certified Coach, is the winner of the 'Coach of the Year, 2011' award from ANZI Coaching. As the leading professional development company for professional coaches, The Australian and New Zealand Insititute of Coaching is committed to the delivery of consistently high quality coaching services.
Knowing you are working with a highly professional coach whose approach is both ethical and effective, you can be confident of achieving outstanding results.
Here are examples of the results some of our clients have achieved.
*Note: Names have been changed to respect client confidentiality
- Career Development Coaching
- Executive Coaching
- Business Coaching
- Organisational Change Management
- Team Building - Creating High Performing Teams
Career Development Coaching
Jane: Frustrated after 12 years as a lab technician, Jane wanted to establish her own small business restoring photographs. Limited by self-doubt and unclear about how to achieve her goal, Jane engaged Caroline to help her. She completed a P2R Kickstart Coaching Program through which she clarified her vision and what it would give her; established realistic goals and implemented a targeted action plan. Jane replaced out-dated beliefs, self-doubt and limiting behaviours with confidence, resourcefulness and empowering skills and strategies. Within 9 months she successfully transitioned to self-employment and established a successful small business.
Sally: After 15 years (10 as CEO) with an iconic non-profit organisation, Sally was approaching retirement with mixed feelings. Although she knew she was ready to move on, she was aware that she would experience significant grief and loss leaving behind all that was familiar. She also knew she wasn't ready to 'retire' but had no idea what she was going to do next. Sally called on P2R to support her through the transition. Over 3 months, Sally learnt how to manage her exit and the handover process in a way that was aligned with her values, leaving her management team in a strong position to move the organisation into the next phase of its journey. At the same time, Sally was able to create a compelling vision of her future, define her career options and develop a clear plan to pursue them. Within 5 months, Sally has successfully moved overseas with her husband and established her own business, using her extensive skills and experience to continue to make a difference in people's lives in her new country.
Liz: Following a successful career in secondary education where Liz had been regularly promoted, the opportunity arose to apply for a Principal’s role in a leading private school. Needing to position herself as the ideal candidate with a male dominated board, Liz undertook a P2R Career Development Coaching program to instil empowering beliefs; build her strategic capabilities and develop an active engagement strategy.
Whilst unsuccessful gaining the original role, Liz was able to articulate her abilities and successfully position herself for other roles, including being approached to apply for several Principal roles.
Sue: With strong experience in perioperative nursing and an MBA, Sue was keen to gain a senior management position within an organisation that clearly demonstrated values aligned with hers. Doubting her ability and lacking self-confidence, coaching with Caroline helped Sue to identify her skills and strengths; create a compelling CV and application to secure an interview. Within a month Sue was successful in gaining her ideal role, managing the theatre suite of a renowned private hospital group.
Heiner: A former CIO with extensive senior executive experience who wanted to establish himself as an entrepreneur and independent coach Henry felt that he was ‘marking time’ and procrastinating. He undertook an intensive 3 month P2R Coaching Program with Caroline which helped him clarify his future vision; set realistic goals; develop, and implement an action plan to achieve them. Through coaching, Henry resolved a number of long standing internal conflicts and developed the self-belief and resolve to undertake the actions which he set for himself. Within 6 months he had launched his own professional coaching company; developed a strong pipeline of opportunities whilst enjoying the freedom and satisfaction of being fully self-employed.
Mark: An academic and author, Mark was experiencing the frustration of ‘writer’s block’ and procrastination to complete and publish a book. Caroline was recommended to Mark by a mutual friend as someone who could help him. Through coaching with P2R, Mark was able to identify and address the self-sabotaging beliefs and behaviours which were holding him back. With P2R support, Mark developed achievable goals; took action and learned how to hold himself accountable. The book was submitted for publication on target, together with publication of several smaller articles, supporting new role as a university lecturer which feeds Mark’s passion and skill for writing.
Michael: was a successful financial controller with an international software development company who had enjoyed a varied career working in different roles and countries but reached a plateau and was unclear about where his career was heading. Through P2R Career Development Coaching with Caroline, Michael created a profile of his skills, strengths, leadership and team styles as well as identifying those areas of work which no longer interested him. He was then able to develop a clear vision of his life based on his purpose, values, interests, skills and strengths to identify roles, industries and organisations which were aligned and develop an actionable Career Plan.
Within 6 months, Michael had set about pursuing a career as a freelance Learning and Development professional, developing others across the IT industry. Using his credibility and relationships, he has designed and delivers corporate training programs and loves the freedom of ‘driving his own bus’.
Victoria: Having made the natural transition from consultant to business manager, Victoria took on the role of director for a national consulting firm, with state-wide responsibilities for running the business. This level of responsibility presented significant and relentless challenges to be met whilst commuting 3 hours per day, juggling life as Mum to two teenagers and managing chronic poor health. Through a tailored P2R Coaching Program, Victoria learnt how to develop strategies for meeting her KPIs, whilst managing her personal priorities and understand where she needed to focus at any given time. Strongly values driven, Victoria quickly learnt to recognise the drivers behind her own and others’ behaviours and how to manage them in a constructive and outcome focused way. She became adept at anticipating and managing the ‘politics’ within the firm and whilst readily admitting that she was making mistakes along the way, gained the rare ability to learn from them and apply the learnings to future situations.
Two years later, Victoria is now pursuing a career and industry change and is coaching with Caroline through a P2R Career Development Program to identify and apply her transferable corporate leadership skills to the non-profit sector. Her ultimate goal is to make a difference to a cause that’s important to her and she’s well on the way to making the transition.
Leading Bank Talent Radar Program
As one of Australia’s ‘top 4’ banks, this organisation developed a Talent Radar Program to assist the top 70 high performing employees to create and implement career development plans to ensure retention and progression within the organisation.
Caroline coached 12 senior managers to identify their future career direction and goals, develop their personal brand and strategies to take them from their current to desired future roles. This included identifying stretch leadership experiences, leadership development needs, networking, sponsoring and mentoring to support their career progression.
Executive Coaching
Jo: Moving from interstate to take up a senior state management position in the medical insurance industry, Jo found herself faced with the significant task of introducing significant change to a team entrenched in the 'old ways'. As an expert in her field she knew what had to be done but had never managed a team before. Facing significant resistance and with experiencing high level's of stress, Jo's company engaged Caroline to support her. Jo undertook a P2R Leadership Coaching Program where she learnt new techniques, skills and strategies to manage change. Importantly, she developed the ability to manage herself through the transition developing empowering beliefs and replacing self doubt with unshakeable confidence. Within 3 months, Jo's team went from being the poorest to highest performaing nationally, achieving 75% in Hewitt engagement scores (65% was the national average and considered to be 'high performing'). This team has now set its sites on bigger goals and Jo now 'loves' her job.
Jenny: Following a successful career as a management consultant and practice manager, Jenny was keen to progress her career through gaining an executive role. Working with P2R, Jenny identified her key strengths and transferable skills and successfully secured an executive role responsible for running a project management consultancy. Coaching enabled Jenny to identify her short, medium and long term goals aligned with organisational objectives; develop and implement strategies to ensure success in this senior leadership position.
Andrew: Recognised as a high potential employee, Andrew was promoted to a senior position within the Information Services division of a leading corporate company. Already highly capable with strong industry knowledge and technical expertise, Andrew’s peers and colleagues found his expansive personal style difficult to relate to. Highly ambitious, Andrew was willing to address the quirky behaviours which had the potential to hold him back. Through intensive Executive Coaching with P2R, Andrew increased his self awareness regarding his personal style, strengths and blockers. He learned how to build rapport with his colleagues and set explicit objectives to keep him ‘on track’ in meetings. Post coaching 360o feedback showed a significant improvement in Andrew’s ability to communicate effectively and build strong professional relationships.
Tony: Highly valued for his knowledge and experience as a senior consultant, Tony was facing the challenge of taking his performance to the next level. With limited team leadership experience, Tony was being asked to ‘step up’ and take on a team of 6 junior consultants Undertaking a 3 month P2R Leadership Development Coaching Program, Tony gained a kit bag of vital leadership skills including advanced communication, influencing, delegation and negotiation, as well as confidence and clarity about where his career is heading. Already an effective relationship builder, Tony’s priority was to act in alignment with his core value of integrity and build on his strengths. As validation of the positive results of the program and his efforts, Tony was made a Managing Principal of his firm within two months. Within 6 months, he had been head-hunted for a leadership position, heading up a risk management function within a large corporate firm.
Christine: As a senior and respected executive in the Financial Services industry, Christine was charged with delivering a major business transformation, just as the GFC started to bite! With a manager who wasn’t sure that she was ‘up to the job’, the relationship was strained. Facing the major challenge of articulating the vision; getting her team, peers and manager on board and achieving stretch financial targets, Christine was understandably feeling the pressure.
Through a 6 month tailored and intensive P2R Executive Gold Coaching program, Christine overcame significant personal and professional barriers which were threatening to sabotage her success. Free from limiting beliefs developed in childhood, Christine quickly learnt how to manage herself in pressure-cooker situations and fine-tuned her influencing skills to gain critical support for her program. Through a more planned and focused approach, Christine achieved her stretch target KPIs, which built her credibility significantly, given the tough economic climate in which she operates.
Acknowledging the significant changes he had observed throughout the coaching program, Christine’s manager recognised her progress.
Asked what she had achieved through her P2R Executive Gold Program Christine says, “Better presentations which lead to getting the results I want, including asking for and getting accountability from my team leaders. I’ve let go of old, outdated beliefs, learnt how to prioritise, identified stress relievers, re-discovered my strengths and clarified the legacy I want to leave behind. Basically, I’ve regained my power which means I’m happier, more focused and better able to do what I need to do.”
Geoff: A skilled consultant within the professional services industry, Geoff needed help to set and achieve both his professional and personal goals. Working with Caroline through the P2R Kickstart program this included clarifying future career goals, purpose and direction; Improving professional relationships; reducing stress and frustration; creating balance and gaining the ability to make conscious choices.
Over 6 months, Geoff developed a wide range of advanced communication and language skills to better understand other’s perspectives and build his leadership capability. Developing empowering beliefs he learnt how to reduce judgement of self and others which in turn reduced his stress and frustration and adopted a more planned approach to better manage his time and priorities.
At his half yearly performance review, the tangible effects of making these positive changes were recognised with Geoff being promoted to Principal Consultant, achieving his short term career goal. Feedback from the CEO included recognition of his leadership capability and he is now sought out by junior consultants as a mentor and someone they want to work with.
Business Coaching
Amanda: As the General Manager in a leading international consultancy, mother of two, wife, daughter, friend and avid sportswoman, Amanda was experiencing the classic symptoms of ‘burn out’. Priding herself on her ability to multi-task and working long hours, the harder and faster she worked, the more frustrated and exhausted she became. Her relationships and health were suffering and she knew that something would have to give.
Coaching with P2R enabled Amanda to ‘take stock’ of where she was at; clarify her goals, values and priorities in life; develop and implement a plan to change the beliefs and behaviours which weren’t supporting her. Over the three month intensive program, Amanda learned new skills and strategies to make decisions based on her values and purpose. She gained the ability to prioritise and create space to focus on what was important without compromising her high standards and professional commitments.
Towards the end of her coaching program Amanda developed the all-important self coaching skills and strategies to sustain the change. The outcomes for Amanda included setting longer term goals and establishing a future focus on the ‘big picture’, rather than thrashing around in the day to day; a greater sense of calm; increased ability to manage work situations which would previously have ‘stressed her’; increased ability to make choices and hold herself accountable for her results. At a 12 month review, Amanda reported, “Life is still busy but rather than being exhausted by it, I now have the energy to ‘bounce’ through each day, choose where I want to focus and enjoy it”.
Kaye: Facing a ‘vote of no confidence’ from the Board and her staff, Kaye’s position as CEO of a small but rapidly growing non-profit organisation was rapidly becoming untenable. Having been brought in 9 months previously to take the organisation from a small, ‘cottage-industry’ to a fully fledged, successful enterprise, Kaye had been recruited for her successful track record in the pharmaceutical industry, as an accomplished academic and a consultant with a leading global firm.
However, neither Kaye nor the Board had anticipated the significant differences in culture and approach and the staff did not respond well to Kaye’s fast-paced, forthright, business-focused style. With so much scope for improvement, Kaye was working excessive hours, long after her staff had gone home at 4.30pm.
Through a 6 month, tailored coaching program, Kaye was able to increase her self-awareness, clarify her goals for the organisation, modify her style (including slowing down, containing her hours and reducing intensity without sacrificing her goals) and re-establish the confidence of both the Board and staff. Exceeding its growth targets, the organisation is now expanding its international services with Kaye driving the development of an exciting and achievable strategic plan. Her staff admire and respect her, seeing her as a role model and mentor - a far cry from those who had complained about her 12 months previously. What’s more, she’s now enjoying the challenges and is excited by the potential of the organisation.
Monica: As a well-respected CEO of a high profile non-profit organisation, Monica decided that after 25 years service, it was time to hand over the reigns. With her identity, skills and relationships intrinsically linked to the organisation, she recognised that the transition would be challenging.
Bringing in Caroline to share this stage of her journey, Monica’s coaching program consisted of two goals – 1) to leave the organisation strong, well prepared and ready to face its future and 2) to manage the inevitable sense of loss and create a new future focusing her considerable skills, experience and personal strengths on clearly defined, new directions. This included creating a self-directed work/life balance; travel, time with her husband and family and re-locating to another country.
Through a personalised P2R Kickstart Program, Monica was able to develop co-ordinates to re-chart her course and build a structure around which to develop her future, more balanced life, in which she is in full control of her choices. With part 1) of the goal achieved, Monica is now enjoying the different pace of life and embarking on professional development to expand her skills and network with the possibility of starting her own business. As part of her P2R Coaching Program, Monica sought feedback from staff, peers and colleagues to identify the themes around which her strengths are built. This included recognising potential in others that they often didn’t previously see in themselves, creating the option of a professional coaching career.
With an exciting future in front of her and limitless opportunities, Monica is embracing her new life and enjoying the challenges of shaping it into the way she wants it to be.
Organisational Change Management
Strategic Planning – establishing the vision, setting goals, developing and implementing roadmaps
Non-Profit Organisation – developing a strategic direction and roadmap for palliative care services
Facing rapidly increasing demand for services, changes to funding models and the challenge of working smarter with limited resources, this leader in the provision of palliative care needed to re-set its future direction and develop a strategy to achieve it.
Working with the CEO, Board and Senior Leadership Team, Caroline undertook a series of interviews and facilitated a number of workshops to harness the collective knowledge and aspirations of the organisation.
This resulted in a shared vision and comprehensive strategic direction, aligned with its core purpose and underpinned by four key pillars. A three year roadmap was developed to deliver the direction with a supporting budget and resource plan. Documented in an easy to communicate format (Strategic Plan on a Page), the CEO was able to share the future direction and gain support with staff, partners and other providers.
The Strategic Direction helped the organisation clarify its role and desired position in the provision of community palliative care and develop a co-ordinated care model which will pro-actively engage other providers to continually lift the quality of care.
Leading FMCG – replacing core systems and changing the way people work
As the owner of many well known food brands, this company has an ambitious growth strategy to cement its place as a market leader. To achieve its growth targets, it needs to replace its 15 year old core systems which are no longer able to support the business. Such a significant organisational change will impact all core functions, processes and the way people work.
Caroline was engaged to design and implement an organisational change management methodology to ensure the change is business driven and successful. This includes Change Leadership, Communication, Stakeholder Engagement, Communication, Impact Assessment, Transition Planning and Training.
Caroline coaches senior leaders and the project team providing strategies to effectively engage key stakeholders, lead the change and overcome resistance driven by familiarity with the old ways of working. Phase 1 of the project (Financials and Procurement) was successfully implemented in February 2010, with staff rating communication and engagement as critical success factors. With a focus on building internal change management capability, the organisation is now well positioned to implement the ERP solution across Sales and Distribution, Logistics and Manufacturing.
Leading Utility – creating a new service delivery model
This team was charged with the implementation of new metering systems and devices which will change the way in which consumers are billed for electricity. Facing intense media scrutiny, tight deadlines and restrictive contractual agreements, there was a strong need for the team to move from ‘forming’ to ‘performing’ to successfully implement the new model. A large change management effort required the development of an approach to transition staff, policies and procedures to the new way of operating.
Caroline conducted a series of interviews with the new management team to assess the current state. This resulted in a “Who We Are and Where We Are Heading’ workshop to define the team’s mission, vision, success measures and ways of working. Using team chartering, the group clarified and understand the new structure, identified roles and accountabilities; developed a new identity (name and brand), as well as developing a set of guiding principles to agree the all important ways of working together.
The workshop resulted in the successful formation of the team, development of goals and a robust plan to achieve them.
Leading Utility – managing divestment, separation and re-establishment
As a result of its sale subsequent purchase this utility was required to separate its transmission and distribution from the energy business. Previously shared IT and commercial services were to be separated to support the new structure. Caroline was engaged to ensure that the impacted individuals transferred roles, responsibilities, knowledge and skills to achieve the objective of two, successful, independent businesses.
In a highly political environment, Caroline guided the divisional re-structure of the new customer and business services function, facilitating 6 workshops where key decision makers separated and allocated resources to support both businesses. To facilitate the change, Caroline designed and implemented Transition Action Plans for 50 shared services staff to successfully transfer skills and knowledge previously held in people’s heads. Caroline co-ordinated the documentation of services and processes; transfer of responsibilities and cross/up-skilling of staff to enable successful separation. Outcomes included the fair and equitable allocation of resources and a controlled hand-over of responsibilities to ensure that both businesses had the required capability to function independently.
Caroline provided organisational change management subject matter expertise, facilitation and coaching of senior management to support the development of a new Vision, Mission and Business Objectives for the newly formed business, resulting in a compelling value proposition; the linking of individual and team objectives to department and company objectives; and the development of a new identity to successfully integrate the services and 850 staff.
Non-Profit Organisation – setting the standard for the provision of services for young, homeless people
This iconic Melbourne based charitable organisation recognised the chronic and growing need and for services to support homeless young people. Working with three separate funding partners and 8 disparate service providers, Caroline designed and implemented an effective governance structure, common operating platform and service delivery model to support delivery of an, effective service to “at risk” youth in the CBD.
Caroline interviewed key stakeholders including governance members, staff and service providers. Through facilitated workshops she helped the team identify issues, develop solutions, gain consensus and create a shared focus. The tasks to implement the strategic plan included redesigning and documenting key processes including service agreements and common intake/referral. Caroline was also responsible for developing a comprehensive marketing strategy to attract ongoing financial support for the service.
The service successfully transitioned to their desired future operating model within 6 months. 8 years later, it is recognised as a leader within the sector, sought out both locally and nationally as setting the benchmark. The service managers are called upon to provide input into federal and state government white papers, initiatives and policy development. This was further validated with the organisation awarded a 3 year state government tender to continue to provide the service.
Caroline has continued to support the service and organisation over 8 years, most recently being called upon to facilitate the strategic planning for a collaborative initiative between the AFL Players’ Association and the service provider to improve the lives of vulnerable, homeless and at risk young people within Melbourne.
Team Building – Creating high performing teams
Software Development Company – putting a project back on track
This project team was charged with delivering a software solution to 13 sites internationally. As a team, ineffective leadership, miscommunication and differing values were hindering their success. This was compounded by a poor internal reputation and a perception that they were going to miss their targets.
P2R designed and facilitated an intensive 2 day Leadership Team retreat for 12 stream leaders which identified the specific challenges and developed targeted solutions to address them including implementation of an Exemplary Leadership Model; effective communication strategies; empowering beliefs and shared values identification sessions.
Within 2 weeks, the Program Director reported noticeably improved team morale and successful delivery of a key milestone; together with a tangible improvement in customer satisfaction.
IT Department/Utilities – business improvement from the bottom up
Charged with the goal of designing and implementing ITIL based incident and asset management processes, representatives from different support teams were brought together to deliver the project within 12 weeks.
As the change management consultant, Caroline worked with the 2 disparate groups to increase collaboration and build their capability as a single, cohesive team. Contributing their diverse skills, knowledge and beliefs the teams successfully designed and implemented solutions including a consistent way to manage incidents and gain an accurate, real-time view of technology assets.
Specifically, members of both teams overcame fears of public speaking to deliver roadshows and management presentations as well as delivering training in the new processes to their peers and managers. As they were structurally the ‘lowest rung on the ladder’ they didn’t previously think it was possible to influence their peers and actively change the way things happened across their organisation.
Local Government/HR Department – taking high performance to the next level
Already high performing, this team was seeking to increase their effectiveness. With a high proportion of part-time and job sharing staff, the team wanted to develop ways to enhance their understanding of their behavioural styles and methods of communication.
Through a facilitated workshop Caroline helped them to develop a ‘goodwill bank’ upon which they created strategies to call upon each other’s skills, strengths and styles to meet their strategic objectives and operational responsibilities.
FMCG Global Brand – thriving and exceeding expectations throughout the GFC
The Managing Director of this well recognised brand, was brought in to turn the Australian, non-profitable part of the business around. Having made the necessary staffing changes, he was faced with the challenge of building a high-performing team to deliver ambitious targets within a 12 month period. Additional pressure from the global financial crisis increased the necessity for the Australian division to increase its’ contribution to the struggling US based parent company.
Working in partnership with Oppeus, Caroline designed and co-facilitated 4 High Performing Team workshops to develop a realistic Strategic Roadmap; increase individual effectiveness and enable the newly-formed team to fast track its progress through the ‘storming’ and ‘norming’ phases of team development.
Within 5 months the team learnt how to leverage its diverse skills and knowledge; increased flexibility and developed a ‘can do’ culture, where anything is possible. It is currently on-track to exceed annual sales, revenue and profit objectives.
State Government New Business Team - creating Constructive Conversations
Working remotely with a New Zealand based partner organisation, this newly formed team were seeking ways to improve the effectiveness of their communication. Through team coaching, Caroline facilitated 2 interactive workshops providing techniques, tools and experiential learning of communication concepts including active and reflective listening, REAL rapport, effective feedback, solution focused communication and the GROW model of coaching.
Participants rated the sessions as ‘excellent’, making commitments to modify communication styles to incorporate their learning and newly gained skills.
