BAM Nuttall is a leading-edge civil engineering contractor services which delivers high quality engineering and infrastructure projects to its clients. Their large-scale projects include airports, railways and station construction, bridges, tunnels and flood alleviation. Founded in 1865 and now part of the international Royal BAM Group, they are fully committed to exploiting advances in technology and their aspiration is to become the market leader in the use of digital technology, to ensure that their customers receive the highest possible standards of quality. Notable projects by BAM Nuttall include the 2012 Olympics, Crossrail and the Dartford Crossing.
In January 2018 BAM Nuttall created its Executive Board. With this newly-formed Board in place, the CEO wanted to maximise the effectiveness of the Board and benchmark their leadership skills.
The Project had the following goals:
- Accelerate the development and effectiveness of a newly-formed Board
- Gather feedback from Board members on how well they work together
- Gather feedback on the Board’s performance from their direct reports (the Divisional Directors)
- Increase self-awareness of individual Board Members
- Commitment to focus on specific areas to maximise individual and collective Leadership skills
- Improve communication and understanding of factors that affect different areas of the business
After initial scoping involving various senior stakeholders, PSI designed a bespoke, online 360-degree feedback questionnaire.
The questionnaire was sent out to the CEO, the Board Members and to their direct reports (the Divisional Directors), and the resultant feedback was gathered.
Using the information gathered from this process, where key themes were identified, PSI ran tailored one-to-one coaching sessions with BAM Nuttall’s CEO and Board members. These sessions were aimed at trying to help them interpret and analyse the feedback to maximise their effectiveness by identifying their Strengths and their Areas for Development (both as individuals and as a Board).
To maximise our understanding of the business context and for continuity, the same executive coach, Mike Murray, Principal Consultant, worked with all the Board members. Each of them was encouraged to act upon the feedback by producing a Personal Development Plan and Mike worked with each Director to define exactly what they wanted to achieve, what success would look like and how progress could be measured. The content of the individual feedback and the coaching conversations were kept confidential but any overall themes that emerged were summarised by the coach and shared with the Head of Talent Management so that these could be discussed and addressed by the Board.