The innovative and forward thinking Housing Association, ForViva, has been a long-term client of DeltaV's for many years and have always engaged our services to develop their people and leaders.
Following a restructure of the senior leadership team, the decision was taken to invest in a Leadership Development programme that also focused on helping the integration of a number of newly merged service providers into the business, as well as continuing to commercialise the business after many years of public sector ownership.
ForViva's CEO, Tim Doyle, invited DeltaV to spend time embedded in the business and create a bespoke solution that would achieve these wide-ranging objectives.
Programme duration: 9 months
Participants: 14 Senior Leaders
The DeltaV team quickly set about collecting quantitative and qualitative data to benchmark the position of the business and provide context for the CEO's objectives. From this start point, a bespoke programme was designed that included our 360 leadership psychometric, the Multifactor Leadership Questionnaire, or MLQ(TM), detailed 1:1 feedback and coaching, three immersive 2-day workshops and continued coaching.
To fully embed the theoretical lessons within the workshops, each 2-day event was hosted at a different inspiring venue to allow ForViva's leaders to immerse themselves in a high-performance environment, such as the Etihad Stadium, home of English Premier League champions, Manchester City.
As well as focusing on developing transformational leadership, the programme also included periods and activities on Mental Resilience, Physical Wellbeing, team dynamics and how to effectively control and navigate change.
When the DeltaV team visited the leadership team at ForViva after the programme it was evident to see how much they had changed, both at an individual and team level.
They had evidently come together as a team and were flourishing in working collaboratively and with a shared sense of purpose that they fully believed in.
They had changed working and management practices to include new meetings and engagements that were focused on sharing information, ideas and solving problems in a collaborative and supportive way, avoiding any silo mentality and reducing the stress that was being placed on individuals to carry the burden for elements of change across the business.
Every member of the senior leadership team had also made significant changes to how they were leading, managing and communicating with their teams and people, placing more emphasis on motivating and inspiring their people by focusing on the purpose of the organisation and the impact that they had on the customers and societies that they served.
The business also reported encouraging increases in customer satisfaction and reported financial performance, providing a tangible demonstration of the impact of investment in people.