Case Study - Cardrona Alpine Resort
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
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
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.
The Background Edgewater is privately owned and an independent, resort style, hotel situated on the shores of Lake Wanaka. The hotel holds a Qualmark New Zealand four and half star hotel grading. Edgewater’ Resort and Spa's 103 guest rooms are spaciously set out on 10 acres of park-like land. Amenities include restaurants, recreational facilities, day spa and concierge services. The Chair of the Board requested assistance in recruiting a new General Manager. An international search led to the appointment of Catherine Bone. As part of Catherine’s approach of building a ‘strong team ethos’, Linzi was asked to facilitate a one-day workshop to the 25 person Leadership Team. What I did for Edgewater Alongside the new General Manager the content for the workshop was designed and delivered off-site at Millbrook Resort. The desired outcomes were: Building a deeper understanding of the Edgewater’s Vision Development of a Values Framework Collaboration on the design and content of the Strategic Plan The design involved numerous activities, case-studies and facilitated discussions. The design had to incorporate a diverse workforce (ages, sexes, educational backgrounds, length of tenure) and learning styles. As part of the design the sharing of food throughout the day was considered and crafted into the timings – to build closer social relationships and break down some of the barriers that were present. The Results The day was a success with people working alongside each other from across the Hotel and Spa, for the first time. There was a lot of interaction, facilitated by myself, with some difficult conversations raised and discussed. At the end of the day the feedback was overwhelmingly positive, with people taking the time to comment on the style of delivery being “spot on” for what was needed for the team.
“Linzi Ebbage-Thomas was the first choice for me to facilitate our inaugural Edgewater Leadership Day. Equipped with extensive HR knowledge, coupled with coaching, and facilitating skills, Linzi ensured we were able to delve deep into the Leaders thoughts and motivations, retrieving some excellent results for a one-day workshop. The age range of our team was vast and Linzi was able to work in an agile manner to relate and connect with each one. Building a values framework relies on contribution and buy-in from every team leader and Linzi was able to expertly guide us through the process to an outcome to go away and develop. The day was highly accoladed by all attendees, who mostly had never attended a facilitated training day prior to this one. We are very much looking forward to the follow-up day” - GENERAL MANAGER, EDGEWATER
