About

About me...

Linzi Ebbage-Thomas

Over my 30-years’ I have had experience (and a MSc. In Human Resource Development) in coaching, recruitment, consulting, training, facilitating and organisational development for a wide variety of organisations including:

International corporations
Crown Research Institute s
Universities
Local governments
Professional Services
Government Organisations
Not For Profits
Small Medium Enterprises

I have also used my business and HR skills to successfully create and operate successful hospitality businesses. I am currently an Owner/Director for PURE NZ Ice Cream, a Director for the Cancer Society of NZ (Otago & Southland) and a Trustee for So They Can (NZ) an African based educational program.

My Services

Want more information?

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m: +64 27 490 3175

linzi@etholdings.co.nz

Case Study - Springfree

By Linzi Ebbage-Thomas • October 27, 2020

The background Springfree Trampolines are a global company that manufacture recreational trampoline products and accessories. The unique Springfree design was invented by Dr. Keith Vivian Alexander, an associate professor in the Mechanical Engineering Department at the University of Canterbury in Christchurch, New Zealand where their NZ HQ is based. The Christchurch HQ Team has had a number of requirements that have involved Career Steps – deepening mutual understanding and trust over a number of years. What I did for Springfree Initially, some of the Senior Leaders were seeking professional growth. To assist them in their development they appointed Career Steps as Executive Coaches. Meeting regularly, the coachees were challenged to identify any gaps in their development and plans were established to target growth in these areas. Some of these close coaching relationships have evolved into "check-ins" to ensure that the required development is still being gained. There have also been opportunities for me to be involved in the international recruitment of new team members for the Christchurch Team; the additional goal being that existing team members would be equipped to carry out future recruitment campaigns with added rigour and confidence and without the need for external assistance. I have also had the opportunity to facilitate Team Development, with outcomes aimed at ensuring that the Christchurch Team are working at the highest performance levels and living Springfree’s cultural values. The results Enduring relationships with the Executive Team and coaches reflect the success of our work with Springfree. “ Linzi’s coaching and support over the last 18 months has been invaluable and I could not have got through some of my ‘growth’ moments without her support and guidance. Linzi has coached me to reflect on my leadership style, by holding up the mirror to identify how others may see me and the key areas I need to set goals around, for my growth and improvement. ” - SENIOR LEADER, SPRINGFREE NZ

Case Study - Port Taranaki

By Linzi Ebbage-Thomas • October 27, 2020

Port Taranaki The background The brief was to provide information to the Human Resource Team at Port Taranaki who were preparing a business case for presentation to the Senior Leadership Team and Board on changes to the existing Performance Appraisal System. The existing system was robust, well designed and had initial success in parts of the organisation. However, without sufficient training and on-going leadership it had fallen by the wayside and was seen as ineffective, with evaluation criteria that could cause anxiety. What I did for Port Taranaki Through in-depth conversations with Human Resources and staff, a phased approach to change was suggested. The underpinning philosophy was to create great conversations that drive a higher level of performance from every employee at Port Taranaki. Ultimately, the existing appraisal system could be returned to. But for 2-3 cycles, it was recommended that the basic skills of great conversations - regular positive and developmental feedback - should be the focus. Through communicating and offering skills development, day-to-day conversations would be enriched. Specific and timely feedback and performance management issues would be nipped in the bud rather than escalating. It was suggested that Leaders were developed to observe Moments of Truth and confidence build to they knew how to act on them.. My consultancy allowed the business case to be written, providing information on: rationale for change; benefits associated with building a successful high performance culture; risks associated with the proposed approach and suggestions on how they could be mitigated. The results The Human Resources Team received a detailed 23-page report with specific phases outlined, including: Suggestions for aligning all HR systems A new approach to writing Position Descriptions How to re-frame the Induction process Recommendations for development planning and measuring through 360 reporting Integrating their 3 values into all systems and phases of the new performance development system A suggested time-frame to roll-out the different phases Overall this project was well received by Human Resources and the participants and the recommendations were implemented throughout the Port.

Case Study - Cardrona Alpine Resort

By Linzi Ebbage-Thomas • October 27, 2020

Cardrona Alpine Resort The background Since its early days as a club ski field, Cardrona Alpine Resort has developed into an internationally recognised brand. Able to recruit well-educated and often globally experienced team members, Cardrona were looking to support their leaders in further developing themselves. In partnership with GENOS International, I determined that Emotional Intelligence (EQ) was an underpinning factor of high performance. Leaders with high EQ are more likely to be successful, and EQ competencies are measurable and able to be developed. The General Manager at Cardrona embraced the direct link that exists between the way people feel and the way people perform at work and this linked closely to Cardrona’s values. What I did for Cardrona Using an Emotional Intelligence Leadership 360 Assessment tool we undertook surveys on each leader in the organisation and measured how they demonstrated EQ competencies in comparison to others. Any competency gaps highlighted by the tool were used as the basis for their Professional Development Plan (based on the 70:20:10 principal). The collaborative approach to writing the Development Plans meant individuals were offered coaching and, as small teams, they supported each other in writing and sharing their goals, challenges and successes. As a larger leadership team, each participant presented their journey and their plans for the coming winter season. Cardrona plans to repeat the process in 12 months time. The results As a result of the evaluation and subsequent development planning there have been a number of participants who have reported significant growth in their leadership style, positive changes to behaviours and an increased ability to connect with their people and get the best out of them. “ I was given an opportunity to work with Linzi after an organizational restructure. I was not in a good space professionally & that was having a serious knock-on effect in other areas of my life. The impact of my coaching relationship was immediate. Opportunities for development & growth were quickly identified & strategies put in place to bring about change. With Linzi’s guidance, I was able to implement new behaviours & reframe my thinking whilst navigating the big workplace shake-up happening around me. The process has been nothing short of transformative, both professionally & personally. Linzi has a coaching style that really delivers, with a vast knowledge base, a theory for every situation & decades of real world experience. A straight shooter, Linzi is quick to hold you accountable & tell you to ‘put your big girl knickers on’ when required! The coaching process is not always easy but my relationship with Linzi is one of complete trust … I’m so grateful for her wisdom, empathy, support & humour. ” - MANAGER, CARDONA ALPINE RESORT

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