A large NHS Trust providing mental health and community services underwent a large scale merger and reconfiguration. Teams were significantly changed and individuals affected so that they needed to focus on both leadership behaviours and impact to engage and lead others as well as developing new operational processes.
We designed and facilitated team workshops that celebrated the ending of the previous team and created new ways of working, processes and behaviours that supported resilience in the new team.
We also worked on an individual coaching basis with managers and leaders to challenge their perceptions of themselves and others, reflect on their impact and devise leadership personas and strategies for the future.
This intervention resulted in people feeling supported and rejuvenated and ready to contribute to the corporate agenda with commitment.