Rainbow Consultants - Case Studies

Rainbow
Consultants

Solutions to help transform you and your business

Case Studies

Coaching

Challenge:
Jo was managing a considerable workload and attempting to juggle multiple projects. This was fine until she was forced to deal with a family bereavement on top of this. Jo had always been regarded as a 'high performer', someone who was reliable and dependable. Up until this point in her career, she had thrived on a challenging workload and had spent long hours at work. 'Work-life balance' was an alien concept to her. She describes the bereavement as being like a bolt out of the blue - it shook her to the core and made her question her values and priorities in life. Jo began to feel overwhelmed and unable to cope. However, she was reluctant to ask for support at work viewing this as a declaration of weakness.

Consultancy

Challenge:
The organisation was keen to develop its leadership capacity around diversity both within the organisation and externally with its partners and key stakeholders. The highly committed chief executive herself chaired the core value group on diversity within the organisation, and was keen to sponsor and resource a radical programme of change.

Neuro Linguistic Programming

Challenge:
As part of Customer Service week, the organisation wanted to actively promote the need for more effective communication with customers. Traditional customer service training had provided staff with standards and processes, but had failed to deliver any meaningful behavioural change. Staff had inconsistent approaches to customer service and many did not regard their colleagues as internal 'customers'. Due to the considerable change taking place in the organisation, morale amongst the staff groups was poor, with many experiencing a lack of control over many aspects of their work. As a result, there was a tendency to focus on the negative, and to believe that it was not possible to effect change.

Organisational Development

Challenge:
The organisation wanted to make an impact upon the performance of their employees and saw the introduction of behavioural competencies as the best way forward. They were unclear at the outset exactly what type of framework would fully meet their needs, but knew they wanted to link the competencies to their performance appraisal scheme. Historically, the organisation had taken a 'soft' approach to appraisal and performance management and the leadership team were concerned that there would be some resistance to the introduction of a framework that incorporated 360 degree feedback. The consultants met with the leadership team to fully understand their needs with regard to their goals and aspirations for the organisation over the next 3-5 years. It was clear that the CEO had ambitious plans for the organisation and that there needed to be a much more robust approach to performance management at all levels of the organisation.

Facilitation

Challenge:
The team worked under extremely stressful conditions with a very challenging client group. In order to provide a good service to clients and, at the same time, maintain their own wellbeing, it was essential that colleagues were able to support each other and communicate well. The team manager was concerned about the inconsistency of approach by team members and felt that there were some underlying problems that he couldn't put his finger on. Colleagues appeared outwardly friendly, but this masked some tensions that no-one was willing to express.