Creative HQ Case Study
At Creative HQ, we were going into a transition phase. We had a new larger leadership team, and we were going into a time of growth. To knit this new leadership team together, and to do the growth phase justice, we knew we needed some help to all get on the same page and figure out tools and frames to support us.
We got in touch with Mel after several different people recommended we talk to her. Her background in Human Resources and working with growing companies was exactly what we were looking for. When we met, I was impressed with her thoughtful approach. I warmed to her low key and humble approach, and I knew the team would appreciate and get on with her.
We needed a team that was prepared and able to get on with running the business - especially when the CEO wasn’t around. We specifically wanted practical tools, not just theory, so that the programme would have a lasting impact within the business. We had a diverse team all with different styles, different competencies and at different career stages. It was important to ensure everyone got value, regardless of their background.
Initially, Mel facilitated a session where we identified the leadership charter for how we wanted to lead. We followed this up with a 360 each which she debriefed with each of us individually. Taking all of this into account she designed a programme to cover all the points we needed, from an organisational and individual perspective. These were delivered in five 3-hour sessions spaced over three months. Additionally, we have had one member take up the offer of additional leadership coaching with Mel to explore an area that she wanted to develop in.
Tell me about working with Mel
The key thing for me is that wanted a practised and experienced eye on the engagement of the leadership team. We could have done a million different courses, but I had great confidence that she was the right choice, and this built over time as we got to know her and she got to know the business. This was validated from my perspective with the engagement that we got from the team. I knew that a few people would be fine with whatever we did, while some people would be sceptical. Mel had to earn their trust and she did. Mel’s ability to connect and identify the unique characteristics of the team and tailor the solution to meet them meant that each person got what they needed, as did the wider team.
We now have greater awareness and greater openness in the leadership team. We are more open to calling each other out and putting the hard topics on the table. I have seen greater confidence and competence in individuals and I’ve seen a greater confidence in the team as a whole. Some key tools we covered have found a life of their own, with us often referring to them and use them to challenge our behaviour. Our leadership team have stepped into coaching people in their teams using the same tools that Mel shared with us. At the end of the day we got what we wanted - a result which is outliving the programme itself.