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How can EMST help?

EMST Development will help improve the performance of your business by guiding you to answer some fundamental questions. You may well have been struggling for some time with a number of issues and we would be pleased to discuss these with you. Listed below are several generic questions from clients that lead to significant business improvement, but the most important question of all is "What is the difference that will make the difference?" - the help and support of EMST Development.


  • What is my business about?
  • How can I improve the management of my business?
  • How can I increase motivation?
  • How can I grow my business?

1 - New Manager

Client A was a successful practitioner who had been promoted to a management position as a team leader. The client was finding the team difficult to manage, complaints had been made about her and she had been off work suffering with stress. The team felt she was interfering with their day to day work, too quick to ‘jump in and take over’ and not respecting their professional competence.

Coaching focused on understanding the team members' feelings, encouraging the client to explore a range of management styles and as well as considering her role as a manager. Small, incremental changes were applied by the client which resulted in less stress, a more motivated team and an overall improvement in performance.


2 - Prioritising and Delegation

Client B was the manager of a busy exhibition centre. The amount of activity at the centre had increased and he was finding it difficult to cope with the increased workload. The coaching process revealed he attendend to projects on a ‘first come first served’ basis rather than prioritising. The client also found delegation difficult.

Following several coaching sessions the client developed a systematic approach to dealing with his workload and empowered his team to make decisions that would normally have been referred to him. This gave the client more time to deal with the expansion of the centre and develop his team.


3 - Communication

Client C was the owner of a company employing around 200 people; the majority of which worked on sites outside of the head office. The company had grown over a number of years and was undergoing several major changes. To give managers more time to embed the changes, the owner decided to keep everyone informed of developments though the employee section of the company website. Managers reported increasing difficulties with motivating staff and were spending most of their time responding to complaints.

Coaching conversations revealed staff felt they were ‘being kept in the dark’ and could not relate to the targets being set by the management. Further facilitation by the coach to improve communication, resulted in increased staff engagement, reduced complaints and more effective use of management time.


4 - Management Style

Changes to Government legislation had made it essential for one department of a large organisation to make significant changes to its working practices. The management team had been restructured and manager D was appointed as the head of the department with the responsibility for driving through the change programme. Changes were planned and implemented within the required time scale and the department became recognised for its innovative approach both within the larger organisation and nationally.

Over time the performance of the department started to decline and customer satisfaction decreased. Observation by the coach and subsequent discussions revealed that employees felt that the head of department’s directive management style had stifled their development and that suggestions for improvements to service delivery had been ignored resulting in employee compliance rather than engagement.

Coaching discussions indicated that the head of department valued strong leadership and control. The situation was resolved when she agreed to take up the suggestion made by senior managers for her leadership skills to be used where appropriate across the organisation and a manager with a more affiliative style was appointed as the team leader.