Case Study: St James's Place Team Coaching

Mark Woodham

Senior Partner, Corinthian Wealth Management, St James's Place

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What was needed and why?

When Corinthian started considering coaching, Mark was the only Senior Partner; this was his business, and he was very keen it was run along less traditional wealth management company lines. He wanted the business to be of genuine service to their clients, truly caring for them while at the same time, looking after his staff. 

 

He wanted to develop his team, but didn't know how to make it happen. There were plans to expand and Mark wanted to make sure that any new hires were joining a business with an ingrained culture of service.

How did you get it approved by HR?

Mark and Ginny had previously worked together in a 1:1 contract. They both felt that it was important and the right time to include the team in any further development. The cost of the programme was £18,000.

What was the coaching process like?

Ginny and the team met for three hours once a month in a country house hotel close to Corinthian's offices. They specifically chose this location to take the team out of their usual environment and to spoil them a little bit by meeting in a tranquil location with easy access to nature for walks and talks in the margins of the meetings. 

The team's first contact with coaching was a Zoom meeting to introduce Ginny, explore the team's thoughts about coaching and to outline the Drum framework.

Emma Stevens

Senior Partner, Corinthian Wealth Management, St James's Place

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In the first meeting, Mark talked about his vision for the business and how he saw the team's important role in that vision. The team then met in smaller groups to discuss and discover what that meant for them - this made it very personal for each participant.

In subsequent meetings, the group worked on meeting well, learning to coach each other. They discovered how to hold disagreement in their space. The end result was a team confident in their roles, able to operate with limited direction and a building culture of client service.

What did Mark and the team get out of Drum?

As a result of group coaching, Mark developed a deep understanding of the impact of his leadership on the team. Every individual gained the confidence to innovate and take responsibility for their part of the business. 

The team worked so well within the Drum framework that they outgrew it! They now use a self-customised version of Drum. The original coaching group continued to meet as an 'Exec' and designed a meeting framework for the wider business as it expanded. 

Corinthian upgraded its hiring strategy to bring the right people into the business - a move that's really paid off. They consistently smash targets and other part of St James's Place can feel the different in their business. 

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Happy Man

"Ginny has the skill of inspiring people to do things they don't believe they are able to do."

Particpant feedback

 
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"This has transformed how we approach our business. We now meet and interact in a helpful, creative and time efficient manner.

 

We have segregated operational and non-operational meetings and the latter (our Drum sessions) allow the Exec team to personally and professionally connect; to coach each other; and to reveal creative thinking."

Mark Woodham
Senior Partner

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"Drum has allowed a safe place to be honest with each other to provide constructive feedback that helps in the way we work and interact with each other.

 

Some absolutely amazing ideas and processes have come out of Drum, and had we not had the space to think and be open with each other, I don't think we would have the highly regarded business that we have today."


Emma Stevens

Senior Partner

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"I feel I now deeply understand my work family as the Drum has enabled me to let down my barriers and truly get to know my colleagues. 

I feel this has built long-lasting relationships that would have taken a very long time to build without the POD. In turn, this has enabled me to get significant and purposeful outcomes in my role and in turn, I truly enjoy my job."


Rachel Caudie

Operations Manager

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"I'm more self-aware of my tendency to 'rescue' people who are not taking responsibility for their own work. I now understand that 

it is ok to step away from these situations and not take responsibility from others as it actually doesn't help the team or the individual in the long run. This allows me to focus on my own role and not get distracted."


Carrie Murphy

Accounts Manager

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