Case studies
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John Lewis & Partners
The John Lewis Partnership started as an experiment in industrial democracy by their Founder, John Spedan Lewis, who believed there was a better way of doing business. Now, with 80,000 employees, John Lewis Partnership is the largest employee-owned business in the UK with total trading sales of over £12.3bn
At a Glance
Dive Deeper
Embarking on a comprehensive management restructure, the need for a culture shift at John Lewis was imperative.
Two years ago, John Lewis embarked on a comprehensive management restructure across all stores. Mike Bestwick, a seasoned leader, recognised the pressing need for developing coaching skills among his management team in Exeter. He envisioned a leadership approach that would not only engage but also empower leaders and all John Lewis partners in his store, particularly as the number of managers was shrinking. He saw the need for a culture shift within his store.
Initiative: Mike spearheaded the implementation of coaching solutions aimed at empowering partners, John Lewis' term for all employees. A pivotal moment came when 14 managers participated in Coaching Focus Group's skills programme: "Leader as Coach". All managers were inspired by the programme and agreed it was the best training they had ever received. Due to this success, 12 more managers went through the programme too.
The impact of coaching skills built by Coaching Focus reverberated through the branch and beyond.
Impact: One attendee, Mark, emerged as a champion of coaching methodologies. Equipped with newfound coaching skills, Mark embarked on a mission to drive innovation within his store, leading to continuous improvements in efficiency and time management, subsequently benefiting other branches too. Mark's innovative ideas garnered recognition; he won both the John Lewis' Speedan Cup and an Innovations Award at a national level.
Not only this, but the impact on Mark as an individual reverberated through the store and impacted the partners he coached. Mark initiated an ‘Innovation Academy’, facilitating collaborative problem-solving among partners. Fuelled by the belief that those facing the problem probably also have the best solution in mind, numerous innovative ideas have been implemented across the organisation, further enhancing efficiency and engagement.
Mark's journey exemplifies the transformative power of coaching. Previously inclined to provide a ‘quick fix’ by finding solutions himself, coaching enabled Mark to empower his colleagues to devise their action plans, fostering a sense of ownership and engagement among the partners. Feedback on the solutions implemented was overwhelmingly positive, leading to Mark being invited to work with other branches where he replicated his success.
We knows what works at work.
Mike and Mark both wholeheartedly recommend the "Leader as Coach" course. Mark emphasises its profound impact on his approach to working with people. They highlighted Coaching Focus’ pragmatic approach, where theory and content are delivered with the real world in mind, which is a testament to the course's unique selling proposition: "We know what works at work". This practical focus enabled Mark to apply what he had learned effectively, contributing to the rapid success of the culture shift within John Lewis.
Coaching Focus Group's partnership with John Lewis is a testament to the transformative potential of coaching in retail leadership. By embracing coaching methodologies, leaders like Mike and Mark have not only empowered their teams but also fostered a coaching culture – a culture of engagement, innovation, and continuous improvement. Their success underscores the importance of investing in coaching skills as a catalyst for organisational growth and employee development in the ever-evolving retail landscape.
