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Learning in technology

Allianz
Strengths Leadership, 2020

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1. What was the objective?

To work with the Executive Leadership Team to understand how the Gallup Strengths tool could be used to further enhance the performance of the team. Understanding how to leverage their collective strengths to drive their end goal of Customer Centricity so that both their team and customer’s stay at the heart of everything they do as a leadership team.

2. How did we do it?

In a 4 hour in-person session we explored themes of building a culture of trust and self-awareness, encouraging and exhibiting collaborative leadership and finally, having an enterprise and entrepreneurial mindset. We achieved this through a series of experiential activities set up in ‘zones’ in the room, around the central theme of ‘True customer centricity’. This provided a visual exploratory learning journey.

3. How was it integrated and what were the results?

Leaders left the session with a new tool to enable them to have more productive conversations with others leaders using Strengths-based language. A series of short post workshop tasks ensured the leadership team continued to apply the learning within their current team business rhythms, including team meetings, one-on-ones and strategy sessions.

carsales
Enhance Influence and Collaboration, 2022

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1. What was the objective?

The carsales Marketing team play an integral role in the organisation, servicing every department. However, there was a lack of confidence in the team and an opportunity for stronger stakeholder relationships. So, the objective was to empower the team to become pillars in the organisation.

2. How did we do it?

We worked closely with the GM, Consumer Marketing, to understand more about the diverse team. Drawing on the GM’s experience and their insights from the team’s latest feedback survey, we identified the team’s needs and developed a 2-hour virtual workshop on enhancing influence and collaboration.

3. How was it integrated and what were the results?

The content in the workshop focused on how the Marketing team could build influence through trust and lead outcome-driven collaboration in all situations – even with challenging stakeholders. Through reflections and facilitator-led discussions, participants were able to explore how they wanted to grow as individuals and as a team. Then, we challenged them in group breakout activities to bring the models and strategies they’d learnt to life. The team left with key insights (about themselves, their team, influence and collaboration) and actionable strategies.

carsales
Women on the Move, 2022

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1. What was the objective?

In 2021 Carsales requested a program of work be designed and developed by Thinka that focused on the female employees within the technology department to develop their soft skills and increase their confidence.

A pilot 90min workshop, followed by small group coaching was delivered in late 2021. If this program saw that there was engagement and positive feedback from participants then a further body of work could be delivered.

The outcome of that workshop was positive and the full ‘women on the move’ (WOTM) program was then launched to the wider business at the beginning of 2022, with females being selected from multiple departments by our key stakeholders.

2. How did we do it?

The WOTM program consists of four big-group workshops that are 2hrs in length and then followed up by a small group coaching session (60mins) with only 10 participants per group. The key outcomes for the four workshops were team members to:

  • Understand the value in knowing their purpose
  • Who can authentically combine organisational and personal values with purpose
  • Who can apply a range of strategies to refine, change or strengthen their leadership brand and career
  • Who authentically communicate, seeking the win-win

All workshops and coaching sessions were opt-in and team members were unable to self-select themselves for the program. This created a level of prestige and exclusivity that helped elevate the value of the program.

3. How was it integrated and what were the results?

This program is a stand-alone learning program and there has been strong anecdotal feedback that the confidence and connection from participants to each other as well as the business has increased because of this program of work.

carsales
Behaviours Integration, 2021

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1. What was the objective?

To work with the leadership team across all levels of the organisation to help embed the newly introduced carsales behaviours. To take the behaviours from ‘the wall to the floor‘ and make them relevant and real for everyone. Also, providing leaders with some tips and tools to help keep the behaviours ‘alive’.

2. How did we do it?

In phase one, we developed a 2-hour virtual workshop where leaders unpacked each behaviour through small group activities, understanding its meaning, relevance to the organisation, and the leader’s role in embedding the behaviour. The behaviours were then brought to life using storytelling, looking at them through the unique experience of working at carsales.

In phase two, we developed five meeting packs for leaders to use over the following months to run 45-minute meetings with their teams. The packs included an agenda, reflection questions, a suggested activity, and follow up linked to the relevant behaviour.

In phase three, we developed a 2-hour virtual workshop where leaders could share stories about the behaviours that had shown up, both desired and less desired, what’s worked, and the challenges they had faced embedding these behaviours with their teams. Scenario activities were designed around each behaviour to encourage leaders to utilise feedback and coaching to drive high performance.

3. How was it integrated and what were the results?

carsales continue to make sure these behaviours matter and embed them daily through incentives, policies and procedures, engagement strategies and the performance management cycle. The leadership team have committed to becoming advocates for the new behaviours by making sure they are providing consistent feedback and coaching to help the behaviours stick and ground them in their everyday work and day-to-day rhythms, using the tools provided.

carsales
Commercial Virtual Conference, 2021

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1. What was the objective?

The Commercial team at carsales took their annual conference online during lockdown.  With 200+ team members dialling in from their Sales, Product, Insights and Support divisions. With a mix of sessions from department experts and some dynamic sharing sessions designed to support their business in ‘Teaming up to Win in 2021’ and achieve GPS 22!  

2. How did we do it?

Using a purpose-built online platform to create a conference destination, we crafted a week-long journey that combined live events and pre-recorded videos.  The week-long event consisted of business announcements, strategy updates, workshops on resilience, solutions and full service, aligning to purpose, and a powerful keynote address from Nadine Champion. To give each of the online events the excitement of an in-person experience, we had a master of ceremonies hosting each experience (thank you to Wade Kingsley). The live Q&A sessions allowed participants to ask questions and seek expertise from leaders within their business.

3. How was it integrated and what were the results?

By using an application-based formula where conference sessions were supported by pre and post activities, we were able to see application of the learning over the week. The involvement in Q&A sessions and the overall participant rate confirmed that the virtual format worked for the audience.

carsales
Unconscious Bias, 2021

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1. What was the objective?

This workshop was designed to help people managers understand how to make unbiased decisions around all areas of the employee life cycle. Partnering with the P&C team, we worked to understand the current trigger points within this cycle, driving unconscious or even conscious bias leading to missed opportunities. We needed to create a ‘safe space’ where leaders could understand their biases and find practical ways to mitigate them.

2. How did we do it?

In a 2-hour virtual session, we explored conscious and unconscious bias and its role in workplace decisions before applying a range of strategies to hire for culture-add rather than culture-fit. By using a series of learner-driven activities and providing space for smaller groups to share their lived experiences, leaders were able to authentically talk through their own experience of bias, gain different perspectives and build practical strategies to mitigate and change these behaviours. During the session, we used a digital whiteboard to document all the ideas and commitments from each group, providing data points for the organisation to continue their work in the Diversity and Inclusion space.

3. How was it integrated and what were the results?

As part of a post-work application task, leaders were asked to complete the ‘Harvard Implicit Bias Test’ and to pay forward their learning to their wider teams during one-on-ones and team catch-ups. This program is now part of carsales’ core offering within their Diversity and Inclusion portfolio and will continue to run with all leaders throughout 2022.

carsales
Leadership Development, 2020

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1. What was the objective?

This program was designed to give the Leadership Team specific skills for leading a virtual workforce. This program was delivered in a short and sharp 90 minute format to target specific areas in each session.

2. How did we do it?

Working in collaboration with the People & Culture Team, we defined key areas that needed to be developed in the Leadership Team. Focusing on topics like ‘lifting motivation’, ‘delivering feedback’ and ‘applying coaching’, we analysed the context and considered how to do this effectively while leading remotely.

3. How was it integrated and what were the results?

As each leader worked through the challenges of leading a remote workforce, the content from each session was integrated into their everyday roles to boost capability. They worked on specific techniques and tools to support the leadership of virtual teams and maintain engagement.

carsales
Team Development, 2020

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1. What was the objective?

Using a 90 minute online workshop format, we targeted key skills that needed to be developed as a result of people moving to virtual working. This format allowed us to target specific skills in a succinct and practical, hands-on way.

2. How did we do it?

Each 90 minute online session was broken into two halves. This allowed us to focus on two main subject areas. For example, the session on ‘Presenting Online’ was focused on ‘becoming the anchor’ and ‘using time to create momentum’. This targeted approach to skill building was carried through all topics like Priority Management, Self-Awareness and Understanding Strengths.

3. How was it integrated and what were the results?

The sessions were easily integrated as they had a focus on the tools each participant could use when back on the job. The results were seen in the increased effectiveness of online presentations and the ability to manage priorities in a virtual working format.

SS&C (Bluedoor)
Strengths Leadership Program, 2021

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1. What was the objective?

This team’s core responsibility is to take the organisation’s strategic direction and enable it through the frontline. The team had been through significant business change and leadership change over the years and it was time to re-group and set some foundations for future success.

2. How did we do it?

We began by taking the entire Leadership Team, including Senior Leaders, through the CliftonStrengths assessment, then debriefing them on their top natural strengths and how these show up in their leadership. With these strengths acting as the foundation of the program, we then ran four virtual workshops on understanding strengths and using them to drive results, execute strategy and enable innovation.

3. How was it integrated and what were the results?

The program ran over five months – with each month having its own focus. The program helped leaders understand how and why they lead a certain way, and increased strategic leadership through communication, collaboration, accountability and courage. The leadership team now have collective ownership of the strategy, people and work and a universal rhythm they are working towards.

SS&C (Bluedoor)
eLearning Development, 2019

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1. What was the objective?

Focusing on a range of technical skills that were required in new employees, we created a series of modules that centralised important information and intelligence. This complemented the existing knowledge the team had and created an additional point of truth for ways of working.

2. How did we do it?

In a series of eLearning modules, we created a ‘how to’ approach in line with the ways of working at Bluedoor. We presented information on topics like Navigating Confluence, An Introduction to Jira and the System Development Life Cycle to support the Bluedoor team in project management, information sharing and collaboration. These modules gave each new employee a consistent understanding on how to approach their employment at Bluedoor.

3. How was it integrated and what were the results?

The modules were integrated into the induction journey for each new employee. Complementing the on the job training, they received these custom-designed modules to have a resource to further their understanding or return to when required.