Behaviour.

In striving to become a high performing team, it frequently entails adopting fresh skills and behaviors to replace those that are outdated or ineffective. Ross supports teams to identify key behaviour changes and act on them. From decision making to resilience, Ross, alongside a network of thought leaders, designs immersive experiences that inspire transformational behaviour change.

Behaviour Change.

Elsevier has partnered with the scholarly community for 140 years to curate and verify knowledge. Elsevier is an information analytics technology business with over 9000 employees globally. The impetus to increase coaching behaviours and break the habit of just passing on knowledge in teams was to heighten engagement, unleash the potential of the talented workforce, and cultivate an appealing environment for prospective talent. Ultimately achieving a higher level of performance.

Overview

Ross spearheaded the enhancement of the coaching culture at Elsevier, focusing on bolstering coaching proficiency and integrating it into daily team interactions.

Collaborating closely with the CEO, Executive Leadership Team, and Senior Leaders, Ross formulated a definitive purpose and coaching strategy, fostering an environment conducive to coaching excellence.

In pursuit of enhancing coaching behaviours, Ross conceptualized, facilitated, and implemented Elevate, a flagship experience. This initiative reshaped mindsets and honed coaching behaviours globally among the leadership community and influential cultural architects, totaling 1400 People Leaders and 700 Individual Contributors in the first year. Managing a team of external consultants, Ross ensured seamless experience delivery and execution.

Additionally, to embedding coaching into the organizational fabric, Ross established a faculty of internal coaches. These internal coaches underwent external accreditation, and were strategically deployed across Elsevier to fortify the coaching infrastructure.

Key Achievements

  • +52 NPS for participant experience.

  • Behaviour change had a positive impact on employee experience with a 10% gain in autonomy to own decisions and 10% improvement in performance feedback.

  • 58 leaders achieved ‘Leader as Coach’ Accreditation with Association for Coaching (AC).