Shell reap the benefits of unique Shadow Coaching programme from Delta Partnership

• Senior leaders receive unique insight into their behaviours and demonstrate targeted learning in action
• ‘Shadows’ develop coaching capability and gain exposure to leadership and its challenges

About Shell Exploration & Production

Shell EP Europe is a division of Shell's Exploration & Production arm which acquires, explores, develops and produces oil and gas.

With interests in exploration and production ventures in more than 36 countries they employ approximately 28,000 staff including contractors.

Background

Back in 2000, Delta Partnership were approached by the UK Exploration and Production company of global petrochemical giants Shell – the new General Manager at the time, Tom Botts, had identified the need for major changes to the business in order to carry the organisation into an increasingly competitive future. Tom was convinced that along with structural and process changes designed to release talent and potential, a significant shift in leadership behaviour would also be required.

It was clear from the start that an innovative coaching strategy was required, so Ken Ideus and Linda Rich of Delta Partnership created a structured, tool-based leadership development programme that was to pair developing managers with senior leaders whom they observed at key meetings and events and to whom they provided upward feedback.

The nature of the programme meant individuals with little or no coaching experience were asked to provide feedback and coaching to senior managers; therefore the process needed clarity, structure and support. Delta Partnership developed a set of support tools and materials covering all aspects and stages of the shadow coaching process and leaders and coaches were matched for diversity – of discipline, function, nationality and gender – allowing each to gain new perspectives from the other.

Shadow Coaching in Action

The programme was first rolled out, amidst major organisational change, in 2001 with 21 young professionals being paired with senior leaders. A further 19 pairs started the following year. Flexibility was critical as many of the coaches had roles in the change effort and were not able to attend large group training sessions. Delta adjusted the process, preparing the coaches individually where necessary and conducting the planned individual leader briefings.

Ongoing support for the shadow coaches included small group supervision and collective learning sessions as well as a dedicated website which provided programme information and dates, a discussion forum and the ability to download the tools.

Outcomes

Reactions from coaches and leaders have been consistently positive: leaders have pursued their own development objectives while coaches have polished their listening and feedback skills, learnt about different parts of the business, increased their understanding of the executive role and reflected on their own leadership development.

“It was the best feedback anyone had given me for 30 years.”

Senior Leader

As in the best leadership development programmes, participants gained in individual ways, based on what they needed to learn. Within Shell, leaders have called the programme “revealing”, “inspiring” and “powerful”, while coaches have talked about how they have “learned a lot”, “accelerated their personal development” and “reflected on their own leadership behaviours”.

“I’ve learned so much about the business that I would have never gained otherwise.”

Shadow Coach

“The Shadow Coaching Programme is an integral part of helping to develop our intervention skills, raise personal awareness and send a clear signal that we expect senior leaders to continuously strive to improve their effectiveness.”

Tom Botts, Executive Vice President Europe, Shell E&P Leadership Team