Case Study – Copyright Licensing Agency (CLA)

What was the business need?

With a new CEO at the helm, CLA had redefined its vision and was embarking on the delivery of an exciting new 3 year strategy.

Following a far reaching organisational restructure, the senior team played a pivotal role in leading and supporting their teams through a period of transition, as well as well as delivering results in line with the new strategy. Informing and influencing key stakeholders was crucial during this period as well as confidently communicating the new organisational vision both internally and externally.

As a result of the restructure a number of new appointments had been made in the senior team who had range of leadership skills and experience. The organisation sought to build on the existing talents and strengths of the individuals in team so that they could be a powerful force in the leading the roll out of the new organisational direction and business plan.

The leadership development requirement

The CLA sought a programme of leadership development to bring the best out of its senior team comprised of five directors plus a group of mid-level managers responsible for key areas of the business. The CEO (then MD) was also included in the programme.

Following discussions around the business needs the requirement was identified as a leadership programme which would:

  • Build on senior team capabilities to confidently own, drive and deliver strategic initiatives
  • Empower the senior team who could confidently and constructively challenge organisational norms
  • Support the individual development – both professionally and personally

Objectives also included supporting the team in:

  • Realising their potential in current roles as well as future opportunities which may arise
  • Expanding leadership capabilities including building confidence in senior stakeholder engagements and high level meetings
  • Building an awareness of personal impact and developing emotional intelligence
  • Developing flexibility of responses and self- management
  • Stretching beyond currently perceived limits

What was delivered?

Leadership Coaching Programme

In response to the CLA requirement, a programme of structured one to one Leadership coaching was delivered over a 6 month period. A strengths based approach was at the heart of program with a Strengths profile completed at its outset.

At the end of the 6 month period, following a program evaluation, booster/check-in sessions have been taking place on a 3-4 month basis to facilitate ongoing development.

Return on expectation

Outcomes reported at an organisational level:

  • Increased levels of engagement – demonstrated by individuals proactively taking the lead and initiative on new projects
  • Proactive and creative solution finding
  • Demonstrable increases in taking ownership of strategic projects
  • Growing culture of constructive challenge
  • Improved performance resulting in internal promotions
  • Reported shifts in individual behaviour – positive attitudes, growth within individual roles; leadership feeling trust and confidence to hand over more demanding projects

Outcomes reported on an individual level

Largest shifts recorded through individual evaluation are:

  • Confidently taking ownership for strategic initiatives
  • Building an awareness of personal impact
  • Realising potential in current and future roles
  • Stretching beyond currently perceived limits

The strengths based approach was widely reported as being a significant factor in the positive impact of the programme at an individual level particularly related to leading with confidence.

CEO and Leadership Coaching programme sponsor MP says of the programme:

“I’ve experienced a noticeable difference in the levels of engagement in the team since they have been part of the programme, with a significant change in individuals taking the lead – whether it be improving key processes or leading a significant project. I was keen to develop an environment of constructive challenge and the coaching programme has led to a significant improvement in open dialogue within the team. Perhaps most importantly, I feel an increased level of trust in the leadership capabilities of the team which mean that I can remove myself from the day to day operational aspects of my role and focus on the longer term view for the organisation.

Having participated in the program myself, I have found the experience of partnering with a coach on a one to one basis very valuable; it has helped me build a wider awareness of my personal impact within in the organisation and to change behaviours which haven’t been serving me or the organisation; it has also provided me with a valuable opportunity to have open conversations with my team about mutual areas for development which has improved both trust and morale”.

About the organisation

The Copyright Licensing Agency (CLA) is a UK non-profit organisation established in 1983 by the Authors’ Licensing and Collective Society (ALCS) and the Publishers’ Licensing Society (PLS) to perform collective licensing on their behalf.