Meet Corrine – JGA's change expert and coaching pro
Have we ever lived through a time of such change? 2023 has brought unprecedented challenge for leaders in all business sectors – and there’s no sign of this abating yet.
Fortunately, it’s in this unsettling environment that Corrine Thomas is at her best.
As JGA’s change expert and Coaching Lead, she uses her understanding of the impact of change on individuals, teams and organisations to support all three to manage it well.
So what does she enjoy most about her work at JGA?
Three things: that it’s ‘fun, fulfilling and full of variety’, she says – explaining that her responsibilities include the development and delivery of our management and leadership development services and refreshed coaching offer, Coaching through Change.
Preparing leaders to navigate change
‘A real highlight is the opportunity I have to meet new people and support them to build their confidence and resilience as they go through big changes within their organisations,’ she says.
‘I really like seeing the passion and dedication that JGA’s clients have for their businesses and the people within them.
‘Becoming employee-owned – and unlocking the potential of this way of doing business in the years that follow – is a major change project in itself. Many are going through big transitions in the way they are structured and led.’
Putting people at the heart of what you do
Corrine is herself no stranger to the pressures change brings, having previously spent 30 years as a leader and business analyst working on large scale organisational transformations. She is acutely conscious that, while exciting, having new responsibilities to understand and opportunities to take can also be ‘very unsettling’.
Corrine (centre) enjoys time with ‘Team JGA’
‘Currently, the external environment is very challenging, which makes it even harder for businesses to keep going and grow,’ she adds.
The long-term value of preparing leaders to lead themselves and their people through change is why she believes professional coaching remains a wise investment, even when budgets are tight.
‘I enjoy supporting our clients as they grapple with these challenges because they are committed to their people, transparent with their staff and open in their communication. People are supported to develop themselves and reach their potential, even when faced with challenging business environments.
‘The businesses we work with put their people at the heart of what they do even in difficult economic times, and this has brought them success.’
Unlocking potential through education
Corrine loved meeting pupils in Nepal
Like all our Associates, Corrine’s work can take her all over the country, but a role she holds beyond JGA has recently taken her (a lot) further – to the Solukhumbu / Everest region of Nepal for the charity Classrooms in the Clouds.
As she explains: ‘CitC’s mission is to create improved educational outcomes for children in Nepal, so we work with our Nepalese partners to support education in that region. This involves building high quality earthquake-resistant classrooms, sponsoring teachers, supporting teacher training and encouraging the employment of female teachers.’
Her recent trip saw her visit many of the schools the charity supports, where she was touched by the warm welcome.
‘I met with the teacher we sponsor, saw where she worked, and met some of her pupils. I also ran some sessions to support the Educational support team in developing their leadership skills.
‘Both the pupils and staff were delighted to show our UK team what they were learning. All of them, from as young as four, learn English and they were excited to hear us speak, wanted to practice with us and taught us some Nepalese too.
‘The facilities are very basic, yet it was inspiring to see what they’re achieving. There was so much colourful schoolwork in every classroom.’
Getting through the working day
One of Corrine’s walks takes in this village pond
As workplaces go, Nepal is obviously (very!) different from Corrine’s ‘normal’ office at her home in Hampshire. So what gets her through her usual working day?
1. Getting out for a walk in the fields and woodland around where I live.
2. Listening to Scala radio. I particularly like Mark Forrest who chats about life as a sheep farmer in the Yorkshire Dales – it makes me feel like I’m out in the countryside. I love listening to the modern classical music from film scores and video games too.
3. Some relaxing yoga. I’ve been doing this for about eight years, starting with Hatha yoga while working in Guernsey. Now I regularly have Ivengar yoga lessons with a teacher and like to practice at home in my garden… when the weather’s good enough!
4. Finding things that make me smile. Right now that includes seeing my grandson emptying the kitchen cupboards in my daughter’s house – it’s just what she used to do at home when she was his age…
5. The privilege of supporting people to believe in themselves and realise their potential.
Want to know how JGA can support you through change with our transition, people and governance services?
Taking tough decisions as an EO business – practical steps
The UK might have narrowly avoided a recession so far, but that doesn’t change the pressure many companies continue to face. These are tough times, and tough times bring tough decisions – particularly when restructuring, redundancies and cuts to hours are involved.
Elon Musk’s approach understandably made global headlines (for all the wrong reasons) when he took over at Twitter last year.
In fact, the CIPD put the billionaire on the cover of its People Management magazine as an example of ‘how not to make people redundant’ and went on to explain the legal, commercial and personal considerations a good employer should instead apply, in its informative article within.
So if you’re the leader of an EO business taking tough decisions in the current climate, what should your priorities be? What is best practice?
Here, our Associates Lisa Fryer and Kathie Robb share their insight and five practical steps to support leaders to take tough decisions when they are EO.
Do your research – then clarify options
You have a tough decision to make. Start by investigating your options, clearly setting out each one’s pros and cons.
‘This will help when it comes to seeking the support – or even agreement – from stakeholders,’ says Kathie. ‘Remember that in an EO business you may need your Trust Board’s approval if redundancies or significant changes to your structure are being considered.’
Next, do your research and check current best practice with trusted sources, including the CIPD and your legal advisors or accountants. They will help you navigate the statutory requirements and meet minimum expectations.
You should be mindful of your business’s values, ethos and wider reputation too.
As Lisa (who is also JGA’s Operations Manager) explains: ‘There’s nothing wrong with working to minimum statutory requirements, but if your customer base values trust and respect highly, you should take this into account.
‘Younger customers and the power of social media mean that a poorly-considered action can have a significant impact on your reputation (as seen at Twitter) – risking your business’s sustainability in the longer term.’
Keep your employee-owners informed and engaged
One of EO’s benefits is that the best solutions can come from within.
In companies with a genuinely effective EO culture, the employees will already understand your business’s challenges and direction of travel.
‘While it might be scary to explain that tough decisions must be taken, if your employees are already informed and engaged it’s likely these won’t be a huge surprise,’ Kathie points out.
‘Values-led businesses tend to work with transparency and appreciate honesty, so bear this in mind.’
Avoid taking hasty action under pressure
So what mistakes might leaders make when taking decisions in today’s climate – and how can they avoid them? Lisa identifies the top two as taking ‘hasty action’ as a result of feeling pressurised because of rapidly evolving situations – and not seeking expert advice.
‘There’s a risk of just doing what might have been done before, even though legislation, attitudes and expectations might have changed,’ she says.
Another pitfall can be the informal leaking of concerns and challenges, causing unnecessary unrest, speculation and distress.
If your network is raising concerns, Lisa recommends working with ‘general observations rather than specifics’. Save those details for trusted specialist advisors instead.
Seek expert advice on best practice HR if you need it
Having the right HR policies in place (ideally from the start) will also support leaders when they face tough choices.
‘Investing time in an HR policy for restructuring and redundancy might not be your priority when all is well, but it will give your business a solid basis if needed later,’ Kathie explains. ‘Flexible working, career breaks and contractual flexibility as an employer might also afford a more open discussion / conversation when the tough times hit.’
Don’t forget to ensure any HR policy is updated to keep it legally compliant. You should also take account of changes in attitude and expectations, especially around restructuring and redundancy. Seeking expert external advice can be particularly useful here.
‘Any Trust Board worth its salt will be asking the operational leadership to identify the current top challenges facing the business and, more importantly, what plans are in place to mitigate their impact as early as possible’
Kathie Robb, JGA Associate
Draw on the insight and value of your Trust Board
As you’d expect, sound governance comes into its own when tough decisions need to be made.
In an EO business, the Trust Board can add real value, with its oversight of the business risk register and role as a conscience for the Operational Board providing a positive support for effective decision-making.
‘Taking a more measured approach and looking through the longer strategic lens, the Trust Board can ask difficult questions during the good times and increase scrutiny and challenge as situations change,’ Kathie reveals.
‘Any Trust Board worth its salt will be asking the operational leadership to identify the current top challenges facing the business and, more importantly, what plans are in place to mitigate their impact as early as possible.’
‘Smoothing the curve of change and helping to minimise any shocks – this is where sound governance can pay real dividends,’ Lisa adds.
Support your leaders to deliver change well
Of course, tough decisions don’t only affect those on the receiving end of difficult news. Leaders are people too so a good EO business should be providing them with the right professional (and personal) support to deliver change well.
‘It’s easy to assume that senior leaders will be capable and ready to communicate and support the delivery of tough decisions,’ says Lisa, ‘but the business should check that those who will be responsible for the execution of any plans are well-informed and up-to-speed on all communications, decisions and what is open for discussion.
‘The business should also provide the opportunity for this group to feedback and access specialist advice, even if it’s through an internal lead. Lastly, if you want to deliver and execute tough decisions well, you’ll need to demonstrate empathy at all levels – remember this isn’t the same as sympathy.’
Taking tough decisions as an EO leader – practical steps
It’s a lot to take in. So what five top practical tips would Kathie and Lisa offer to EO leaders taking tough decisions in challenging times?
1. Take time to take stock as soon as possible. Don’t get wrapped up in the day-to-day – you need to be heads-up to the horizon so you can limit any surprises. Check with your networks for any incoming trends or concerns to ensure nothing slips through. Chances are, other business leaders will be considering similar challenges so ask around and share what you can in exchange.
2. Speak to specialist advisors before you get to the crunch. Seeking their input early could save time, energy and keep the whole situation a lot calmer in the long term.
3. If you’re an EOT, fully utilise your Trust Board. Ask for their challenge and be prepared to listen and act on their questions. Trust Boards tend to have employees on them, frequently from positions that are not senior leadership, so their experience and perspective can be invaluable.
4. Engage with your governance and wider employee groups, where possible. If you’ve identified an incoming problem and they’re able to support with solutions (however creative) this may lead to a smoother outcome.
5. Don’t assume you’ll get everything right. Remaining alert to how any change is being managed and experienced by your employees can make a huge difference. If your business already supports open and effective two-way communication, fewer employees should be frustrated or begrudge any personal impact in the longer term. Graciously accept feedback from employees about their experiences, acknowledge where improvements could be made for the future and appreciate their honesty.
Want to know how JGA’s transition, people and governance services can support you and your EO business to take tough decisions in challenging times?
Coaching 2023: Why it's still worth it for leaders
It’s the start of a new year, usually a time for fresh beginnings, but even the most resilient businesses would probably say they’ve ‘had enough’ of change. Budgets are tight, with a squeeze on spending. So is this really the time to invest in coaching for your leadership team?
‘Yes,’ says Corrine Thomas, JGA’s change expert and Coaching Lead. Corrine knows this is exactly what people would expect her to say, but points out that change – and change programmes – will continue to impact every sector throughout 2023. This makes it even more important that leaders are equipped to manage change well.
Why? Because despite the recession there’s still a strong job market.
‘People are choosing to leave employers if they’re not treated as individuals and their input recognised,’ she explains. ‘Getting your people into a place where they feel motivated, strongly connected to your company and engaged, means they’re more likely to stay, be loyal, and make change programmes happen.’
‘Ultimately, it’s the people within a business who will determine whether a change programme succeeds or fails.’
Supporting leaders to navigate change
Corrine has built a career around supporting change at an organisational, professional and personal level.
Often her work is a blend of all three, as at JGA where she is now leading our team of experienced executive coaches as they deliver our refreshed coaching service: Coaching through Change.
She’s excited that the programme uses Engage, a powerful evidence-based digital toolkit, to assess the psychological readiness and impact of leaders facing change.
Building collaborative senior teams
Coaching is a crowded market, so how is JGA’s Coaching through Change programme different? And why is Corrine confident that it delivers good value for companies facing change right now?
The key is in three words: readiness for change.
‘In a challenging economic environment, Coaching through Change enables individuals to assess their own readiness for change and, with the support of a coach, identify practical actions to overcome any hurdles,’ she explains. ‘This allows them to feel confident, capable and emotionally committed to the change.’
Corrine also points to the programme’s positive impact on the way in which teams work together.
‘Building high levels of trust and having open and honest conversations sits at the heart of this,’ she says. ‘Coaching through Change brings the leadership team together to explore each person’s strengths and the areas they need to work on to be a high performing team.’
The programme includes facilitated workshops which guide leaders to engage in deeper conversations and constructively challenge each other to create collaborative working relationships.
‘Risks and issues that arise are discussed and addressed more rapidly than before,’ she adds.
Changing leaders’ mindsets to achieve results
This is confirmed by initial feedback from the first EO client businesses to engage JGA’s Coaching through Change support.
As one leader told Corrine: ‘We had a brutally honest conversation yesterday after our workshop. This has been needing to happen for about six months. I’m so proud of us – the session really helped us.’
Corrine reveals that participants have found it ‘invaluable’ to be able to reflect on their feelings, thoughts and ideas in their sessions.
‘Guided by our experienced executive coaches, they have enjoyed the space to explore what they want to do to change their mindset. This has increased their confidence, motivation and commitment to the challenges they face.
‘Our Engage survey has been key to starting conversations around how open to change each leader feels. It has provided an accurate reflection of their mindset and, with the support of the coaching, everyone has taken practical actions away to work on.’
At a time of recession, Coaching through Change will ensure that organisations and their leaders avoid the costly impact of poorly-managed change.
Want to know more about how JGA’s Coaching through Change service can support your organisation? Get in touch here.
How resilient are you as a leader, business and team?
How resilient is your organisation? Resilience means different things to different people, but it’s usually about our capacity to recover quickly from setbacks: to stretch beyond what we thought were our limits, and then spring back into shape.
However, for Corrine Thomas – JGA’s Coaching Lead and an expert on transformational change – there’s more to resilience than having the strength to ‘cope’. Resilience is also about being able to use adversity or a challenging transition as an opportunity for positive growth.
As she points out: ‘Resilience is about how we as individuals, leaders and teams find ways to get through and learn from the hard times. Resilience involves behaviours, thoughts and actions that anyone – and any business – can learn.
Building a culture of resilience
So how can your company build resilience to support your positive growth?
For Corrine, it starts with recognising that every organisation is made up of people who handle life’s pressures differently – and navigate change at varying speeds.
‘Everyone, regardless of level or role, experiences difficulties in life,’ she points out. ‘This can range from unexpected events that take us off track to more traumatic challenges such as job loss, serious illness, uncertainty in the economy or world events like the war in Ukraine.
‘Each change brings a tide of thoughts and strong emotions. Yet people generally adapt well over time to life-changing and stressful situations, due in part to resilience.’
Placing your people at the heart of what you do
Are values-driven organisations generally more resilient?
Corrine agrees that she would expect them to benefit from their inclination to put people at the heart of what they do – provided they bring that commitment to life.
‘By creating a supportive and trusting environment, tapping into the individual’s strengths and being there for them in difficult times, both the organisation and their people will thrive.’
At an organisational level, she highlights the importance of taking steps to maintain sound governance, with good financial control, robust processes and a clear strategy for managing risks in place.
‘This strong foundation will support the organisation to navigate, learn and grow when faced with difficult times,’ she says.
‘Resilience involves behaviours, thoughts and actions that anyone – and any business – can learn’
Corrine Thomas, Associate and Coaching Lead
Practical steps to strengthen resilience
So what should you do next? Corrine shares her practical tips.
If you are an organisation who wants to build a resilient culture:
Place your people at the heart of your organisation to create a culture where everyone feels trusted, valued and understands how their contribution connects to your purpose and goals.
Prepare yourself by focusing on agility, so you can confidently adapt to challenges and changes in the business environment.
Invest in learning and innovating for the future, to support your ability to ‘flex’ to the demands of your sector and nurture sustainable growth.
If you are a leader who wants to foster resilience in your team:
Create an environment where each member understands the purpose and values of your organisation and the behaviours required to bring these to life.
Set clear goals that are meaningful to each person so they understand how they are contributing to meeting your organisation’s strategic aims.
Spend time as a team, face to face or virtually, to foster an environment where each person feels a sense of belonging and connection to your organisation and team.
If you are an individual who wants to nurture your own personal resilience:
Notice what is going on in your thinking at difficult times, because this can impact how you feel. Identify when you might, for example, be getting things out of proportion or blaming others when things go ‘wrong’.
Acknowledge those negative thought patterns – practice reframing them into something more useful.
Explore your strengths: what are you good at? Tap into those strengths wherever possible, and particularly during hard times.
‘By creating a supportive and trusting environment, tapping into the individual’s strengths and being there for them in difficult times, both the organisation and their people will thrive’
Corrine Thomas, Associate and Coaching Lead
The right support at the right time
Strengthening your organisation’s resilience won’t happen overnight. It needs thought, time and (when useful) experienced professional support to help embed the mindset and behaviours required for positive growth.
At JGA, we support businesses, leaders and teams to strengthen their resilience at both an individual and organisational level. Our expert transition, people and governance services include accredited professional coaching, leadership development and board development support.
To find out more, please get in touch.