Success Story – Delivering Management Development in global Construction Companies

Working with global organizations such as Bechtel, SNC Lavalin, ISG, Sweett Group, Unite Group, Taylor Wimpey in the UK, USA, Europe, and Australia: developing competencies through Executive Coaching to create high-performance leadership following 360 Feedback Reviews: delivering Management Training, and Talent Management and Succession Planning Programs to improve efficiency and business results.

Business Issue

Management Training was required to upskill middle managers in order to achieve the following:

  • To become more alert to, identify, and not miss sales opportunities
  • To identify and influence prospects/specifiers/clients in a tender or framework situation
  • To better understand the Sales Cycle
  • To obtain more Sales meetings and practise how to act in a Sales meeting
  • To be able to identify and present the groups USPs and UVP in an undifferentiated, heavily discounted and compressed market
  • To leverage existing business relationships
  • To build courage and confidence to be able to sell and ask for the job/referral
  • To increase growth and improve industry position
  • To hold improved 1:1s with diverse, disparate global and virtual teams
  • To better manage Stress and a heavy workload
  • To build Resilience and the ability to bounce back from set-backs


Management Development Programs were delivered utilizing a variety of Training methods including group brainstorming sessions, individual assessments, and work in pairs, practising real life scenarios in an interactive safe environment. Participants completed Personality Questionnaires and worked on the Power Interest Matrix to identify different approaches and how to flex their style with key stakeholders, clients and prospects.

Tools and techniques were practised to improve:

  • Persuasive Communication
  • Active Listening
  • Open Questioning
  • Negotiating and Influencing
  • Understanding of the Sales Cycle
  • Call Planning, Forecasting, and Sales Calls
  • Building Effective Working Relationships
  • Preparation of Business Cases
  • Handling Objections and Conflict
  • Meeting Management
  • Consultative Selling
  • Managing Virtual Teams in functions, such as Project Management, Operations and Finance
  • Managing Stress and Developing Resilience


  • Culture change occurred with the values and desired behaviors of the business being embedded
  • Clarification of roles and responsibilities was achieved
  • Common performance standards were identified and embedded
  • The Sales teams and virtual teams became more organized, better prepared, and more motivated
  • Overall action planning and goal setting increased
  • Overall general management skills improved
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