Client Need

Our client, a leader in the Healthcare field, established in 2015 a Global R&D function which led to two shifts in the way R&D teams work: (1) a shift in scope from Regional to Global; (2)- a shift in organisational approach from Line Management to Project Management.

As a result, R&D leaders work with a wider diversity of colleagues in project teams where they need to balance the expectations of project stakeholders, as well as their own, and their team members’, line managers.

Leading and managing projects within a matrixed web of stakeholder interests is not easy. Leading without authority calls for tact and diplomacy, the ability to build rapport, use empathy and understanding to engage and motivate others, show inclusive and collaborative leadership, build teams and resolve differences quickly, when they arise.

To do this well, the organisation identified a need for R&D leaders to develop their Influencing Skills.

 

Solution

Following a one day pilot workshop, Accelerance delivered the first programme for a cohort of leaders in China in 2019. In partnership with the HRD and Leadership Development Manager for the Global R&D function, we designed a 3 day workshop with the objective of improving R&D leaders’ ability to lead and support Global R&D Projects by developing the skills for influencing with integrity.

Aimed at Programme and Project Managers, Line Managers, Leaders and Team Members, the workshop was very practical, emphasising experiential learning and engaging leaders in a range of activities: (1)- expert input on critical skills; (2)- self-assessment; (3)- participative group learning with video and peer to peer feedback; (4)- self-reflection and (5)- practical guides for in-the-job improvement.

During the workshop R&D leaders:

  • Understood the influencing skills required to make global projects work
  • Learnt how to align Global R&D projects and stakeholders to deliver greater benefit for the organisation and its ecosystem
  • Used an Influencing Skills Leader’s Checklist to evaluate their current effectiveness
  • Identified the skills most relevant to them and their role and focused on improving those they needed
  • Practiced influencing skills in practical exercises using video to raise self-awareness
  • Improved their effectiveness with expert input on understanding the matrix using systemic questions, high performing teams, handling difficult conversations and collective intelligence
  • Clarified how to use their new skills in current projects and created an action plan

 

Impact

Cohort 1 participants were invited to rate their experience against criteria that correlate with improvements in on-the-job performance. They were also invited to add verbatim feedback comments.

Ratings were all very positive. In this workshop, all criteria were rated above the benchmark standard of 4.2. The highest ratings were given for a) the facilitator’s knowledge and adaptability (4.7) b) expectation of performance improvement (4.6) and c) willingness to recommend the workshop to colleagues (4.6).

These were closely followed by a) workshop effectiveness (4.5) b) overall satisfaction (4.5) c) relevance (4.4) d) learning methods and e) having an action plan they are able to implement (4.4).

The most effective aspects of the workshop for participants were (1)- The practical learning activities (i.e. problem-solving activities and a variety of individual presentation and coaching activities that gave opportunities to ‘try out’ influencing skills and receive feedback from colleagues and facilitators) and (2)- The coaching on individual challenges (participants valued the small group peer coaching activity focused on resolving a current real work challenge. They also mentioned the activity in which they learned how to address conflict and difficult relationships through self-reflection and empathy)